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Increasing output marketing through improving Union-Coop linkage irrigation schemes and quality management <p>Meki Batu Vegetables and Fruits Growers Cooperatives Union is a union with 7 994 members (18% - 1414 female) and 150 member primary cooperatives. The member cooperatives are found at 130 to 180 km South from Addis Ababa where production of different vegetables and fruits is possible all year round. However due to lack of access to and maintenance on water pumps for irrigation and due to limited access to improved seeds and other inputs the smallholder producers of the area are producing their vegetables and fruits at minimal efficiency and in relatively low quality. Furthermore finding access to markets that provide fair prices is also a large problem. Efforts made by Agriterra since 2013 has helped the union to get more focused by developing a five years strategic business plan (2015 to 2019) so as to ensure gradual attainments of its marketing and processing ambitions. Additionally the union has managed to improve its financial management capabilities and have fully professionalized its accounting system. This year Agriterra action plan is the continuation of last year performances however in this year intervention will be provided in a more coordinated manner by collaborating with IFDC 2SCALE and EHPEA. In 2015 IFDC 2SCALE will mainly focus on 1) Production improvement by introducing new higher yielding varieties and providing capacity building on good agronomic practices and 2) Improving output marketing both domestically and internationally. In 2015 EHPEA will mainly focus on 1) Global GAP Certification and 2) Green bean export improvement. In 2015 Agriterra will mainly focus on 1) Improving the linkage between the union and its Primary Cooperatives in terms of output marketing through supporting PC cluster formation 2) strengthening the organizational performance by implementing a membership commitment coaching track and a governance and leadership coaching track 3) Ensuring technical capacity deliverance at pack house quality management and at farmer level good quality production management practices 4) Developing an irrigation mechanization management strategy.</p> <p>The goals of this Action Plan are inparticulat focussing on:<br>1) Improving the linkage between the union and its Primary Cooperatives in terms of output marketing through supporting PC cluster formation.<br>2) strengthening the organizational performance by implementing a membership commitment coaching track and a governance and leadership coaching track.<br>3) Ensuring technical capacity deliverance at pack house quality management and at farmer level good quality production management practices. <br>4) Developing an irrigation mechanization management strategy.</p> <p>Meki Batu Vegetables and Fruits Growers Cooperatives Union is a union with 7 994 members (18% - 1414 female) and 150 member primary cooperatives. The member cooperatives are found at 130 to 180 km South from Addis Ababa where production of different vegetables and fruits is possible all year round. However due to lack of access to and maintenance on water pumps for irrigation and due to limited access to improved seeds and other inputs the smallholder producers of the area are producing their vegetables and fruits at minimal efficiency and in relatively low quality. Furthermore finding access to markets that provide fair prices is also a large problem. Efforts made by Agriterra since 2013 has helped the union to get more focused by developing a five years strategic business plan (2015 to 2019) so as to ensure gradual attainments of its marketing and processing ambitions. Additionally the union has managed to improve its financial management capabilities and have fully professionalized its accounting system. This year Agriterra action plan is the continuation of last year performances however in this year intervention will be provided in a more coordinated manner by collaborating with IFDC 2SCALE and EHPEA. In 2015 IFDC 2SCALE will mainly focus on 1) Production improvement by introducing new higher yielding varieties and providing capacity building on good agronomic practices and 2) Improving output marketing both domestically and internationally. In 2015 EHPEA will mainly focus on 1) Global GAP Certification and 2) Green bean export improvement. In 2015 Agriterra will mainly focus on 1) Improving the linkage between the union and its Primary Cooperatives in terms of output marketing through supporting PC cluster formation 2) strengthening the organizational performance by implementing a membership commitment coaching track and a governance and leadership coaching track 3) Ensuring technical capacity deliverance at pack house quality management and at farmer level good quality production management practices 4) Developing an irrigation mechanization management strategy.</p>
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Business development - Latin America 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.
Agriterra developed a range of practical training products for cooperatives and agricultural organisations in developing countries.
Under this project trainings on business development are covered. Agriterra developed several products and trainings on this topic:
• Training of trainers My.COOP
• Marketing basics training
• Financial sustainable services
• Value Creator Professional farmer cooperatives and organisations bankable cooperatives who are resulting in profitability solvency and higher incomes for members. Professional farmer cooperatives and organisations bankable cooperatives who are resulting in profitability solvency and higher incomes for members.
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Scopings assessments and audit services in Vietnam in 2020 Scopings assessments and audit services in Vietnam in 2020 Mapping of potential new clients the assessment of potential new clients and conducting audit services for clients in Vietnam in 2020 In 2020 with objectives of serving more cooperatives and increasing number of beneficiary farmers and enhance our client portfolio Agriterra Vietnam is looking for potential cooperatives to become clients we are planning to conduct around 20 scoping in Thai Nguyen Nam Dinh Hai Duong Bac Ninh Thanh Hoa Dak Lak Ben Tre Tra Vinh and Ca Mau. As the consequence 5 cooperative assessment will also be organised to acquire 5 new clients. In addition to provide an overall understanding of the Basic Online Marketing for the cooperative a training will be provided to our clients. Furthermore Agriterra Vietnam also clearly recognizes the need and opportunity for climate smart cooperatives in Vietnam it acts as pilot country to develop the cooperative assessment service provision of Agriterra towards cooperatives. Assignment on climate clever cooperative with objective to develop strategy tools amp; products will be implemented.
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Vers la professionnalisation Phase 2. COOPAMAK is one of the five rice project cooperatives carried out in partnership with Bralima and Agriterra. 2019 was the first year of partnership with Agriterra and from this partnership COOPAMAK benefited from the support-advice of Agriterra through its Business Advisors and multiple trainings notably in the following fields: cooperative management (my.coop 1 and 2) governance and financial management. However towards the path of professionalization much remains to be done namely making the organs of COOPAMAK painfully functional improving the keeping of accounts including young people and women in its organs. This is what this project will entail. The first objective of COOPAMAK remains the delivery of the entire quantity assigned to it in the delivery plan to Bralima ie 360 tonnes for the year 2020. The second objective remains the professionalization of its activity. Organiser un audit des états financiers de 2019 Organisation des rencontres entre les membres des organes (CA CS et AG)Installation des champs écoles paysans Suivre l'adoption de la GIFS dans les champs des membres. Restitution des formations sur la gestion financière gestion de la coopérative gouvernance avec les agents et autres membres de la coopérative. Organiser des rencontres d'affaires sur le contrat Bralima au début pour fixer les objectifs et à la fin des livraison pour l'évaluation du niveau de réalisation de ces derniers Sensibilisation des jeunes à intégrer les organes de la coopération et tenir les rencontres avec les membres des organes puis revisiter les textes afin de rendre cette intégration légale
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Scoping assessments and coaching 2018 Uganda Agriterra supports farmer-led businesses: companies where farmers are either directly or indirectly in control. This control is in place either because the business is a membership organisation or because agricultural organisations are the shareholders. These agribusinesses – usually cooperatives – become our clients because they know that Agriterra can make a contribution to their aim: a strong competitive market position.
Agriterra uses strict entry and exit criteria for clients. To become a client cooperatives must have at least 1 000 members (possible to deviate if growth potential can be proven) be able to show a track record in business have realistic ambitions for growth recognize the need for finance (working capital and term loans) and be prepared to change.
Clients who show little progress have a vision that differs from Agriterra’s long-term view show no genuine desire to professionalize the business or prove resistant to change perpetrate fraud or malpractice in financial management or suffer from serious governance issues that hamper proper business performance are reasons for an exit as Agriterra client. Besides that a client can also exit for positive reasons such as having successfully implemented a business plan. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal for 2018 is .... scopings and .... company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal for 2018 is .... scopings and .... company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.
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LPCU- Effective Lobby and Member Services Lusaka Province Cooperative Union Limited (LPCU Ltd) was established in 1980 under the Cooperative Act which is an Act of parliament. The purpose was intervening in the Marketing challenges that farmers faced in accessing farming inputs and selling their produce. Thus guided by the Cooperative Principles Lusaka Province Cooperative Union values its membership and would like to witness a Cooperative Movement built on principles and values. The board has 9 positions of which currently only 8 are filled.The total number of staff stands currently at 7 persons and the trend is a decreasing number of staff. Main reason for that is that all businesses are going down and the union cannot afford to retain all staff. Food Reserve Agency (FRA) and Farmer input Support Programme (FISP) programme were stopped by the government which was a main source of income in the past. The Union is not marketing and storing grains anymore as this was an activity they did on behalf of the FRA which is about to stop. Also input The major goal is to have all 7 districts develop a lobby agenda and feed into the overall provincial lobby agenda. Do more member consultation in all the 7 districts and come up with members needs assessments and feed this plan to the provincial needs assessment Plan The following BHAG was formulated:“A well reputable union leading by example in cooperative governance and providing sustainable services to its business oriented members using effective lobby and communication”. Project planOutput 1: Effective Marketing and Extension services to Farmers in order to increase production and Improved record keeping in order to make profit at farm level Expected Result 1: Improved record keeping in DCUs and at farmer levelStrategic Plan with concrete goals timelines and budget is definedKey Activities:Coaching in Financial Management and book keeping at DCU Level.Expected Result 2: Increase Financial Transparency and ReportingStrategic financial planning for investments in infrastructure and access to working capitalKey Activities:- Advice missions and coaching on financial management.- Advice missions and coaching on member mobilisation- Advice mission on inclusion of females on the boardOutput 2: Increased market access for cooperatives and increased added valueKey Activities:- Female leadership Training- Designing and implementing of promotion strategies.- Advice missions on business planning.Expected resultsWomen and youth increase their participation on governing bodies
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Business development of CDWA in sunflower production Chipata District Women Association (CDWA) was registered in 1993 with the aim of empowering rural women through improved agriculture techniques crop diversification capacity building in Human rights gender and improved income generating activities. CDWA has 4.052 registered members representing 10 area associations and 249 groups. Majority are female members. Main goal of CDWA is to (economically) empower rural women through improvement of livelihoods and human rights and legal aid programs. The organization is engaged in services and lobbying activities in the subjects of: - support of sustainable agriculture for poverty reduction and food security.- processing of cooking oil from sunflower and groundnuts grown by the members which is sold in the communities - capacity development of the members for effective running of the families and the organization. CDWA is supported by USADF in improving the sunflower oil business. Agriterra sees a complementary role to this in order to support CDWA in achieving their main BHAG 2022: 6250 members are engaged in entrepreneurial sunflower production supply this to CDWA for processing resulting in a vibrant economic activity and income for the members. This will achieved through effective services to members in return for secured supply of sunflower. Objectives for 2018 are:
- Improved financial management and governance of the CDWA- Improved production of sunflower (10%) at the level of lead farmers- Roll out of improved production methods to eager members (at least reach out to 600 active members in 2018) resulting into 10% more supply to CDWA The major focus in 2018 will be:- Improved financial management and governance of the CDWA through conducting a training- Improved production of sunflower (10%) at the level of lead farmers through farmer field schools- Roll out of improved production methods to eager members (at least reach out to 600 active members in 2018) resulting into 10% more supply to CDWA
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Profesionalizando la gestión comercial y financiera <p>La cooperación entre Agriterra y APT del Norte empezó en 2014 (proyecto nro. 6207). APT del Norte se ubica en el Distrito de San Marcos en Cajamarca se dedica principalmente al acopio y comercialización de tara en vaina y recientemente están dando sus primeros pasos para complementar su actividad con el cultivo y comercialización de quinua.<br>La asociación fue creada el 30/11/2003 pero recién el año 2008 inició actividades comerciales directamente como organización a partir de Marzo de ese año suscriben una alianza comercial para proveer con tara a una empresa exportadora ése fue el primer paso para su actividad de comercialización directa. El año 2011 logran consolidarse como uno de los proveedores de tara en vaina más grandes del país en función a los volúmenes entregados.<br>La Tara (Caesalpinia spinosa ) también conocida como Taya es una planta producida en varias zonas del país que crece entre los 1 000 y 2 900 m.s.n.m. siendo sus principales productores los departamentos de Arequipa Cajamarca La Libertad Ayacucho Huancavelica Apurímac Ancash y Huánuco.</p>
<p>En relación a la organización la APT del Norte agrupa a productores que provienen de 5 Departamentos del país (Cajamarca Amazonas Piura Lambayeque La Libertad) realizando compras a aproximadamente 5 000 familias. Esto es resultado de alianzas productivas con diversas comunidades y organizaciones. En la zona de San Marcos hay trescientos cincuenta productores que proveen tara de los cuales 143 son asociados.<br>La mayor parte de productores no se dedica únicamente a la recolección de la tara pues comparten su actividad económica con el cultivo de maíz frijol maíz morado y papa; además también realizan la crianza de cuyes y de ganado para leche. En la mayoría de casos son actividades múltiples dirigidas al auto-sustento de su consumo familiar. </p>
<p>La mayoría de sus socios cosecha la tara que ha crecido en condición silvestre en sus campos pues la mayor parte de la producción no ha sido sembrada por ésta razón la tara recibe el tratamiento propio de un producto forestal lo cual incluye la obligación de pagar un derecho por la explotación de éste producto. </p>
<p>El componente asociativo en la APT Norte aún es un componente que necesita fortalecerse más se necesita trabajar más sensibilización y desarrollar el sentimiento de pertenencia y de apropiación por parte de los socios es una debilidad que hay que abordar y que en adelante generará mayor acopio de producto y un mayor aporte para el sustento de la organización. </p>
<p>En relación al componente productivo la organización ha logrado financiamiento vía proyectos productivos principalmente para elevar la productividad en campo. La productividad promedio está en 20 Quintales por finca y el tamaño promedio de finca está entre 1 y 1.5 hectáreas.También han hecho trabajos en manejo técnico de bosques naturales plantaciones de nuevas áreas e investigaciones para conocer más acerca del comportamiento de la tara.</p>
<p>En relación al manejo empresarial la organización tiene una clara dependencia del cliente actual ellos son su único comprador y además les provee de capital de trabajo para el acopio de tara éstas condiciones estarían influyendo para que la rentabilidad de la organización sea muy baja. A pesar de lo anterior los directivos de la organización consideran que la APT Norte está contribuyendo a equilibrar relaciones de negociación pues la organización se comporta como un regulador de precios tratando que las utilidades de los intermediarios se reduzcan y no perjudiquen a los productores. Señalan que si tuviesen capital de trabajo propio podrían manejar sus stocks para aprovechar mejores momentos de precio. </p>
<p>la APT del Norte es una organización con grandes posibilidades de generar un impacto significativo a mediano y largo plazo esto significará cambiar radicalmente el modelo de negocio que actualmente tienen esto deberá realizarse progresivamente y debe de empezar con un trabajo de fortalecimiento de sus bases productivas pues se percibe mucha debilidad en la parte productiva traducido en la poca productividad y por ende bajos ingresos de los socios a esto se añade el débil involucramiento de los asociados con su organización.</p>
<p>El proceso de fortalecer a la organización significa mejorar su perfil financiero para ir preparando el camino hacia el acceso a financiamiento con eso se reducirá la dependencia financiera que actualmente tienen también se prevé mejorar la información de los estados financieros (auditoria) mejorar el patrimonio mediante la formalización de su propiedad. Por otro lado también se incluye capacitación financiera para los directivos y el reforzamiento contable con una mejora del software que están usando. </p>
<p>Por el lado del socio se espera involucrarlo más a través de programas de sensibilización en bases y con un estudio que analice diferentes modelos productivos de la tara en la región de San Marcos de ésta forma conocerán la mejor alternativa productiva y podrán tomar mejores decisiones los resultados de este estudio se expondrán en talleres de sensibilización. Unido a lo anterior los socio de APT del Norte están convencidos de las ventajas de convertirse a cooperativa y la implicancia que tiene en relación con la capitalización y la mejora en el sentido de propiedad de los socios hacia su organización.</p>
<p>Los principales resultados esperados para 2015 son:<br>- Contabilidad al día. Estados financieros trimestrales<br>- Elaboración aprobación e implementación de manuales correspondientes<br>- Informe de auditoria de los EEFF 2015 elaborado y presentado a asamblea general<br>- duplicar el número de socios inscritos con aportes al día<br>- Mínimo 3 convenios firmados con comunidades campesinas proveedores<br>- Presentar propuesta a 3 financieras USD 150.000 de capital de trabajo movilizado<br>- Plan estratégico 2016-2020 para la cooperativa APT del Norte elaborado y aprobado<br>- 80 productores adicionales en proceso de certificación orgánica. 5800 toneladas acopiadas (350 toneladas orgánicas)<br>- Plan de negocios para incrementar el área de producción de tara presentado a Agroideas<br>- 500 toneladas exportadas directamente (2 clientes taninos y 1 goma) 5000 toneladas para mercado nacional<br>- maquina para taqueado (envasado y compactado) de producto diseñada e implementada</p> <p>Profesionalizando la gestión comercial y financiera</p> <p>Resultado 1: Mejorar la gestión financiera de acuerdo a recomendaciones del chequeo de salud financiera y auditorias externas</p>
<p>1.1 Fortalecimiento del equipo contable. Ordenar y llenar registros contables en el nuevo programa de SISCONT y SISGECO (procesar codificar y contabilizar)<br>1.2 Actualización e implementación de manual y reglamento de Organización y Funciones. Diseñar e implementar politicás y procedimientos contables y financieras<br>1.3 Auditoria externa de los estados financieros de 2015</p>
<p>Resultado 2: Incremento del patrimonio y de los socios activos a traves de generar mayor compromiso de los socios </p>
<p>2.1 Desarrollar una politica de entrada de nuevos socios (personas naturales y personas juridicas). Identificación de nuevos socios individuales que se integren en la Cooperativa APT DEL NORTE <br>2.2 Convenios con comunidades campesinas (02 en Piura: Culcapampa y Andurco 02 en Cajamarca: Huertas y Trinidad) que incluye una relación de los productores que se involucran en el proceso</p>
<p>Resultado 3: Obtención de capital externo para inversiones y para acopio en el marco del plan de negocios </p>
<p>3.1 Plan financiero consolidado detallado y actualizado en el marco del plan de negocios para presentar a entidades financieras<br>3.2 Elaborar plan estratégico 2016-2020 para la cooperativa APT del Norte</p>
<p>Resultado 4: Mejoramiento de la productividad a nivel del productor en términos de calidad y cantidad de la materia prima </p>
<p>4.1 Ampliación de certificación organica en San Marcos y en comunidades campesinas (Piura: Culcapampa y Andurco Cajamarca: Huertas y Trinidad)<br>4.2 Desarrollar plan de negocios Agroideas para incrementar el área de producción de tara</p>
<p>Resultado 5: Incremento del volumen de ventas y diversificación de clientes </p>
<p>5.1 Gira de negocios para aperturar nuevos mercados para venta directa de goma y taninos (ej. Uruguay Paraguay Guatemala Brasil) </p>
<p>Resultado 6: Mejorar la eficiencia de los procesos de la empresa: reducción de costos </p>
<p>6.1 Diseño y construcción de maquina para taqueado (envasado y compactado) de producto</p>
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Strengthening (financial) management and efficiency services Dien Quang Cooperative (DQC) was founded in 1978 and currently has 2.152 members. At the start of the cooperative there were 3.541 members. Each member has to buy one share (1.000.000 VND) when entering as a member. The total farmland area farmed by DQC’s members is 700 hectares: 160 ha is used for growing rice and 540 ha for growing vegetable (chili soybean corn and watermelon). The average farm size is 500 m2 (per person). Farmers also raise cows (slaughtered for meat).
The main challenges for DQC are: farmers do not really feel involved in the cooperative financial tools to analyse the provided services is limited and management is unable to find stable markets for the products of the members.
Based on the findings Agriterra has presented an overview of the activities to be carried out in 2016.
The following activities have been agreed upon for the 1st semester of 2016:• Financial manager assisted in developing tool to collect relevant management information• Support improving efficiency slaughterhouse• Management training about efficiency and effectiveness on basis new financial management tool.
Depending on progress following activies in the 2nd semester of 2016: • Business development planning• Training in marketing skills• Studying involvement of youth (e.g. youth council)• Developing SOPs (Standard Operational Procedures) Strenghtening (financial) management and services cooperative Project plan 2018: Project plan for DQC in 2018 include 4 areas:1. Business activities focus on peanut oil production and sales a. Support to increase efficiency of peanut oil production b. Support marketing and sales 2. HR management: Support to implement succession plan recommended by HR mission carried out in 20173. Member database: updating member database with the use of different services 4. Member commitment: rolling out MyCoop for members Project plan 2016: Based on the findings Agriterra has presented an overview of the activities to be carried out in 2016.
The following activities have been agreed upon for the 1st semester of 2016:• Financial manager assisted in developing tool to collect relevant management information• Support improving efficiency slaughterhouse• Management training about efficiency and effectiveness on basis new financial management tool.
Depending on progress following activies in the 2nd semester of 2016: • Business development planning• Training in marketing skills• Studying involvement of youth (e.g. youth council)• Developing SOPs (Standard Operational Procedures))
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iniciando procesos de industrialización de jengibre organico y mejorando sistemas contables ACOPAGRO es una cooperativa líder en la producción de cacao tanto a nivel nacional como internacional y es cliente de Agriterra desde el 2016. Durante el 2019 esta organización ha cumplido a cabalidad con todas la actividades planificadas para el año eso significa que participaron en 2 talleres uno de Marketing y otros de gestión financiera básica; asi mismo como resultado de estos talleres se realizaron 2 atividades concretas un estudio de mercado para el jengibre y una gira nacional a zonas productoras y procesadoras de kion con la finalidad de conocer de primera fuente toda la cadena de valor y hacer los contactos necesarios para posteriormente hacer réplicas en la zona de acción de Acopagro con su objetivo principal de diversificacion de cultivos. Por otro lado también participaron de una gira internacional a la cooperativa de cacao el CEIBO en Bolivia el objetivo conocer toda la cadena de valor del cacao ya que esta cooperativa llega hasta la fase de producción del chocolate ( producto final). Finalmente con el apoyo de Agriterra también se ha financiado la elaboración de planos para construir 2 plantas agroindustrailes en un terrenos de 2Hás muy bien conectado vialmente que es propiedad de ACOPAGRO desde hace 6 años a apartir de aqui se desea contar con 2 plantas una con doble propósito procesar ( corte lavado y empacado) de jengibre y de limón; la segunda planta sería un aserradero de madera que se sembró ( mas de 3 millones de arboles) con el apoyo del BID.Para el 2020 en el marco del COVID19 se ha visto por conveniente ampliar el apoyo a esta organización con dos actividades especificas una es mejorar su software contable con la incluisión de un modulo especial para créditos y cobranzas para los socios productores de cacao y jengibre y complementariamente la segunda actividad es la adquisión de una máquina para lavar el jengibre dando continuidad al proyecto de agroindustrialización iniciado el 2019 A.1Businessasesor empresarialel cliente participa en 2 servicios o consultorias.Junio-diciembre 2020A.2ProductionAdquission de maquina de lavar jengibre para planta agroindustria- Covid19un informe de la consultoria/ actividadAgosto- Octubre 2020A.3Financial managementImplementación de software contable para inlcir modulo de creditos y cobranzas a socios.un informe de la consultoria/ actividadJulio- Octubre 2020
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Jobs Jobs Jobs Burkina Faso Agriterra mettra en œuvre son approche Jobs Jobs Jobs dans les pays africains à savoir le Burundi D.R. Congo Éthiopie Rwanda Soudan du Sud Ouganda et Zambie. Ce programme est une approche nouvelle promue par Agriterra pour continuer a soutenir la développement et la professionnalisation des coopératives mais aussi pour faire la promotion de la création d’emplois au profit de jeunes professionnels. Cette approche permet a des jeunes ambitieux et passionnés du monde agricole d’acquérir de l’expérience spécifiques dans les domaines de la gestion d’entreprise agricoles aux cotés des coopératives qui elles sont orientées dans un processus d’organisation de développement et de professionnalisation. Agriterra cofinancera les coûts salariaux des coopératives inscrites au programme et guidera le jeune professionnel et la coopérative dans l'élaboration la mise en œuvre et l'évaluation du plan de développement personnel du jeune professionnel.AU Burkina Faso Agriterra travaille déjà avec deux coopératives partenaires dans deux chaines de valeurs différentes. Agriterra ambitionne élargir son portfolio avec d’autres coopératives dans plusieurs chaines de valeurs tel que les fruits et légumes (mangues karité cajou oignons les céréales (maize sorgho riz). Les deux coopératives partenaires actuelles d’Agriterra ont manifesté le besoin de se faire faire accompagné avec le recrutement de jeunes professionnels.ce porgramme pourrait etre couvert aux nouvelles cooperatives partenaires de Agriterra au burkina Faso en fonction de leur besoin. -Mettre en ouevre le programme Job au burkina Faso a travers la creation d'emploi pour les jeunes demandeurs d'emploi professionnels qui correspondent aux exigences des coopératives.-Donner la possibilité aux jeunes ambitieux de batir une carriere professionnelle au sein des entreprises cooperatives- Accroître la participation des jeunes dans la gestion des coopératives-favoriser la professionnalisation des cooperatives partenaires- -Embaucher de jeunes professionnels pour les coopératives clientes d'agriterra qui manifeste le besoin et la necessité sur la base du partage des coûts - Offrir différentes formations et ateliers basés sur la trajectoire developpement des jeunes;-Offri plusieur types de formations sur la base des besoins prioritaires de developpement des cooperatives
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Cooperative Development in Irish Potato (CODEPO) After Agriterra revised its intervention strategy by putting more focus on improving farmers’ cooperatives’ “economic capacities” the CODEPO approach was designed and implemented in 2016 and 2017 and this approach will be continued in 2018. Irish potato is among the most profitable crops in Rwanda and many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. However these cooperatives are often particularly small in terms of members in comparison with other value chains. In collaboration with IMBARAGA Agriterra expects to be able to support ten to fifteen potato cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases. The general objective for the CODEPO project is the strengthening of the farmer-led businesses selected in the project in their efforts to realise their Big Hairy Audacious Goals related to their functioning as cooperatives operating in the economic interest of their members. Existing portfolio of Irish potato cooperatives:
Name
Type
Members
Activity
Share value
Common land
Total area
BHAG
KOUSHI
Cooperative
41
Ware potato production (Kinigi)
20 000
1.5 ha (rented)
10 ha
Start seed multiplication and build storage
IMYUGARIRO
Cooperative
92
Ware potato production
220 000
2 ha (rented)
Storage (done) and start seed multiplication
ICYEREKEZO
Cooperative
11
Seed multiplication (pre-basic à certified) (Kinigi)
180 000
2 ha (rented)
Increasing production from 17 tons to 50 tons per ha before 2020 and building a ware house
COAPB
Cooperative
68
Ware potato production and PCC (Peko)
130 000
DUTERIMBERE
GPS
22
Seed multiplication and ware potato production (Peko)
5 000
CAMS
Cooperative
23
Seed multiplication ware potato production (Peko) and PCC
190 000
2 ha (rented four plots)
Build warehouse for seed potatoes and build a warehouse for ware potatoes.
RUBIRA
GPS
18
Seed multiplication (pre-basic à certified) and ware potato production (-58)
1 ha (rented)
Become certified multipliers build green house for minitubers build warehouse
KAMPANGA
Cooperative
24
Seed multiplication
55 000
4 ha
Becoming the referral quality seed potato supplier in Musanze
COAPAI
Cooperative
15
Seed multiplication ware potato production and PCC
1 300 000
Start selling agro-inputs become best supplier of seeds
Inyenyeri
y’ubuzima Kinoni
125
Ware potato production and PCC
2 ha (owned) and 3 ha (rented)
Increasing owned land from 2 to 5 ha before 2022 invest in office warehouse and truck
In addition to the existing portfolio the business advisors involved in this project are requested to identify scope and assess a number of potential cooperatives to be added to the portfolio. Preferably these new clients will have a membership base of at least 100 members an ambitious board of directors and preferably a manager and an accountant on the payroll. Agriterra expects to total size of the portfolio to reach 15 cooperatives by mid-2018.
No.
Activity
Indicator
Person
Date
1
Sign contracts with 10 selected cooperatives based on annual action plans
10 contracts signed
Business advisor
2018 Q1
2
Manage Agriterra budget allocated to selected cooperatives
Proofs of transfer to cooperatives
Business advisor
2018
3
Execute Agriterra’s scoping exercise for potential new client cooperatives
5-10 new scoping documents
Business advisor
2018
Q1
4
Analyze and select the cooperatives with the highest growth potential with Agriterra
2-5 new client cooperatives selected in total
Business advisor
2018
Q1 Q2
5
Sign contracts with approximately 5 new potato cooperatives
Approximately 5 additional contracts signed
Business advisor
2018
Q2
6
Assist all selected cooperatives to write ambitious but realistic business plans
Business plans developed
Business advisor
2018
7
Assist all selected cooperatives to address weaknesses in governance and management - coaching
Customized coaching trajectory per cooperative
Business advisor
2018
8
Receive Agripool cooperative experts and join them on specific cooperative advisory missions
6 agripool cooperative missions
Business advisor
2018
9
Assist selected GPSs to be registered as formal cooperatives
Registration certificates
Business advisor
2018
10
Link clients to stakeholders (banks SACCOs donors buyers suppliers)
Report on created linkages and results
Business advisor
2018
11
Training on financial management (use of accounting books + financial statements)
1 training given
Financial management advisor
2018
12
Frequent coaching on bookkeeping
Monthly update reports
Financial management advisor
2018
13
Multi-stakeholder workshop on quality control standards and certification in seed potato
1 workshop organized
Business advisor
2018 Q2
14
Financial and narrative reporting
Project report action plan report project audit and institutional audit.
Business advisor
2018 Q4
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Making coffee business sustainable by adding value to the coffee produce through grading. For the last 8 years Kasaali has been engaged in the coffee business to empowering farmers to produce good quality coffee aggregate and sell it to the local market. Kasaali has 831 members in 76 farmer groups of around 10-12 farmers each. It was certified as a Small Farmer Organisation under international Fairtrade Standards in September 2019. Due to the lack of good marketing skills and marketing intelligence the coffee sold by Kasaali has been limited to Kiboko (hulled coffee). Irrespective of the quality coffee that has been collected from members the sales price for kiboko is much lower than graded or specialty coffee that is sold in the same market. In 2019 through the strategic plan session Kasaali has been advised to shift from conventional coffee to graded coffee. Thus necessary preparations have been made to shift to graded coffee. As the graded coffee market is new to Kasaali a strategic partnership session will be facilitated with Kibinge (front runner in specialty coffee) to exchange knowledge experience and temporarily use as a channel to access new markets. Enter into the graded market by adding value to the coffee. In 2019 Kasaali has gone through BFM BMT and other valuable trainings in 2020 the Business Advisor will assure the implementation of the trainings and subsequent action plans. The objective of this action will focus on supporting Kasaali to be engage in the graded coffee business. This plan will assist in trading 80 MT of graded coffee.
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Scopings and Assessments 2017: Vietnam Agriterra supports farmer-led businesses: companies where farmers are either directly or indirectly in control. This control is in place either because the business is a membership organisation or because agricultural organisations are the shareholders. These agribusinesses – usually cooperatives – become our clients because they know that Agriterra can make a contribution to their aim: a strong competitive market position.
Agriterra uses strict entry and exit criteria for clients. To become a client cooperatives must have at least 1 000 members (possible to deviate if growth potential can be proven) be able to show a track record in business have realistic ambitions for growth recognize the need for finance (working capital and term loans) and be prepared to change.
Clients who show little progress have a vision that differs from Agriterra’s long-term view show no genuine desire to professionalize the business or prove resistant to change perpetrate fraud or malpractice in financial management or suffer from serious governance issues that hamper proper business performance are reasons for an exit as Agriterra client. Besides that a client can also exit for positive reasons such as having successfully implemented a business plan.
Agriterra has the ambition to quickly build up a client portfolio in Vietnam. Aim is to grow from 10 to 15 clients in 2017. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Indonesia in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render.
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Una industria moderna de chocolate para el mercado boliviano El Ceibo busca con este plan de acción dar continuidad al trabajo iniciado en el 2017 elaborando el diseño final de la planta de chocolate y derivados con un plan de inversion y fuentes de financiamiento. En 2017 se realizó un diagnóstico de la industria actual de chocolate determinando los cuellos de botella y presentando una visión de futuro para una planta moderna. Asi mismo se realizó un diagnóstico del personal de ventas buscando mecanismos para mejorar sus habilidades y principalmente contar con personal capacitado y con protocolos de selección contratación capacitación y evalución. También se desarrolló una consultoría del sistema de distribución para el mercado nacional que necesita ponerse en práctica. En 2018 el trabajo se enforcará en contar con el diseño de una planta moderna y con un plan de inversión y de financiamiento. También se trabajará en el fortalecimiento interno formando a los directivos en la toma de buenas decisiones. Se actualizarán los Estatutos (politicas de rotación del personal edad de los hijos de los socios participación de mujeres en la toma decisiones producción minima de 10 qq). Se creará el departamento de recursos humanos para una mejor gestión del personal y se potenciará el área comercial con campañas de comunicación y estudios de mercado. Desarrollar un estudio a diseño final para la nueva planta industrial de procesamiento de cacao y derivados para iniciar la construcción a finales de 2018 o 2019. Dentro de los costos locales las acciones planificadas son:
Consultoría multidiciplinaria para el diseño de la nueva planta industrialPuesta en marcha de una escuela de lideres con 4 módulosActualización de EstatutosDesarrollo del Manual de Funciones de Rercursos Humanos
Dentro de los servicios de Agriterra las acciones planificadas son:
Asesoría de recursos humanos Consultoria de campana publicitaria para posicionar la marca El CeiboEstudiante en Prácticas - Asistencia a la puesta en marcha del sistema de distribución Participacion en taller de márketing (sujeto a financiación de terceros)Participacion en taller de manejo de registros de la parcela productivaViaje de estudio a Europa (sujeto a financiación de terceros)
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Market expansion for TMD cooperative through value chain approach Tan Minh Duc (TMD) Coop was established in 2014 in Pham Tran commune Gia Loc district Hai Duong province. The coop is supplying safety leafty vegetable to the supermarkets and wholesale market in the North of Vietnam. Currently total of arable area is 27ha with 168 household members. Besides above agricultural land the cooperative has also rented 11ha for winter season. The cooperative is also providing input supply such as fertiliser pesticide seedling and technology transfer to their members. Farmers can buy these inputs on credit.Since 2016 The cooperative received technical support from The Japanese International Cooperation Agency (JICA) under the project ldquo;Improvement the reliability of safe crop production in the Northern regionrdquo; 2016-2021. With support from JICA the vegetable quality production has been improved with VietGAP standard and distributed 20%of production to big C supermarket network in the North of Vietnam. Following a scoping of TMD in June the cooperative assessment performance has been carried out to discover the potential collaboration between Agriterra and TMD.With a business oriented Board and a willingness to change within Board of management a strong financial position with the opportunity to increase internal capitalisation Tan Minh Duc is eager to move forward to improve its production value chain and bring bigger benefit to their members. Agriterra believes that with the follow up of the recommendations given in this cooperative assessment report and with the future support from Agriterra TMD can move to the next level. Strengthen position of Tan Minh Duc through value chain approach 1. Expand market and develop market linkage through value chain analysis2. Strengthen governance structure for BoD and BoM3. Develop strategic business plan and share with members4. Improve financial capacity of BoD and BoM
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Optimizing sesame cotton and sorghum output marketing Metema multipurpose cooperatives union situated in North Gonder zone Metema district Genda Wuha town of the Amhara regional state. The union established in 1999 by four primary cooperatives with 52 000-birr capital. Currently it has 37 member cooperatives from two woredas (Quara and Metema) and the capital is 14 693 214 ETB. The union mainly purchases sesame cotton and sorghum from its members. It also supplies agricultural inputs like improved seeds pesticide fertilizer and herbicides and consumer. This region is known for its highest potential in sesame cotton and sorghum respectively in North-west region of the country. The union is one of the growing cooperatives unions in Amhara Region until it gets in a serious financial deficit in 2014/15 due to the sesame market fall. However this year the union cleared/payback/ 6.7 million the bank credit (70% from own source and 30% from Tsehay union) and able to access 50 000 million ETB from commercial bank of Ethiopia although they got it lately. So far the union collected 2 500 quintals of sesame and prepared to collect cotton and sorghum. Generally this action plan is prepared for the year 2017 to support and make happen the union internal action plan of the following purchasing volumes and improving internal management.
• 15 000 quintals sesame• 65 000 quintals of cotton • 15 000 quintals of sorghum • Relationship with PCs improved and • Mobilizing 2 million ETB equity capital.
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Becoming a model bank in South West Uganda. Kigarama People’s Cooperative Savings and Credit Society is a member owned organization with the General Assembly being the overall policy organ. The Board of Directors (BODs) in whom the day-to-day running of the MFI is vested give the strategic direction and oversee operations to ensure that operational guidelines and policies are adhered to. After the BODSs there are four directorates in charge of finance budget education Human Resource and loans.
To become a model bank in South West Uganda it is important to make the next steps:
- Sensitise members on their rights powers roles and responsibilities
- Set up and coach internal auditor
- Increase internal capitalisation
- Review and improve the current Performance management system
- Train management and board on credit and Loans Management
These are the most important actions for 2016. 2016 goals:
50% increase on savings and share capital1000 new membersCompetent staff and BOD on credit and loans managementImproved performance management system 2017 goals:
In the road of becoming a model bank in South West Uganda the theme of the year is customer focus strategy. They learned this during the study tour to the Netherlands in June 2015. • Segment the clients. • Customer retention program. • Image building
• Demand of customers will be satisfied
• Products are in line with the demandAnother important goal is getting a new loan for working capital so they can meet the demand for loans from members. For 2017 the following actions are most important:
- internal capitalisation 50% increase on savings and share capital
- customer focus strategy competent board and staff on this topic to address the client in a proper way and to .
- female leadership training (follow up of this training from April 2016)
2018 Goals
1. Formation of a youth Council
2. Atleast two new Tailored loan products for women and youth
3. Client database developed to profile members of the Sacco To become a model bank in South West Uganda it is important to make the next steps:
- Sensitise members on their rights powers roles and responsibilities
- Set up and coach internal auditor
- Increase internal capitalisation
- Review and improve the current Performance management system
-Train management and board on credit and Loans Management
These are the most important actions for 2016.
For 2017 see also the action plan.
The theme of the year 2018 is customer focus strategy. • Formation of a youth Council• Product Review and design
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Modernizando la gestion empresarial buscando la sostenibilidad financiera y servicio al socio. La cooperativa Monte Azul es una organización de productores joven con menos de 5 años formalmente de creación y sólo con 4 años de funcionamiento en el mercado. Productores en un 80% de café y 20% de cacao y con 278 socios a Diciembre del 2019 . Están ubicados en la zona de San Martín en la selva norte del Perú. Su gerente y equipo ténico son jóvenes con preparación universitaria que han asumido el reto de sacar adelante esta pequeña organización. En el 2019 pasaron a formar parte de la cartera de Agriterra y los resultados han sido satisfactorios en la medida de los objetivos trazados para dicho año. Se avanzó con una primera capacitación en temas básicos de gobernabilidad gestión financiera básica y una gira nacional la cual fue sumamente motivadora para el equipo que luego decidió hacer una réplica para 15 de sus lideres para que mas miembros de su organización puedan conocoer experiencias mas avanzadas de la gestión empresarial cooperativa del Perú.Asi mismo Agriterra colaboró para la implementación de un software de gestión empresarial el que se espera sirva como herramienta para la gestión y toma de decisiones en base a información actual y real.El año 2020 presenta nuevos retos para Monte Azul es necesario seguir fortaleciendo las capacidades del equipo técnico en temas administrativos financieros etc asi como profundizar en el tema de gobernanza tanto con directivos como el resto de socios.Por potro lado Monte Azul aun no cuenta con el financiamiento suficienciente para comprar toda la producción a sus asociados por lo que ampliar las lineas de crédito asi como mejorar las tasas de interés será un nuevo reto para ellos.Finalmente comercialmente sólo tienen 2 clientes externos uno para café y otro para cacao por lo que urge incrementar la cartera y poder tener un mejor nivel de negociación con ellos. Su meta de mediano-largo plazo está direccionada a producir mayor volúmen tener menores costos por unidad producida mejorar rendiimientos y calidad y mejorar precios para el agricultor esto siempre en un marco de mejoras en los sevicios que se les ofrecen. Los retos para esta joven organización son aun muy grandes; el financiamiento que puedan conseguir de las financieras juagará un rol fundamental en esta etapa de crecimiento. Acopio: Acopiar maacute;s del 60% de la produccioacute;n de cafeacute; de los socios esto es equivalente a maacute;s 15 contendores de cafeacute; oro exportable aproximadamente. Dicho acopio se lo debe realizar hasta octubre de este antilde;o.Acopiar 75 ton de cacao hasta noviembre de este antilde;o con respecto a las 65 ton del 2019. 2. Comercial:Lograr la venta de 3 contenedores de cacao equivalente a 75 Tm respecto a las 60 Tm en el 2019.Lograr vender 18 contenedores de cafeacute; aproximadamente respecto a los 14 contenedores en el 2019.Buscar clientes nacionales e internacionales que brinden mejores condiciones de precio.Participar en Ferias Nacionales e Internacionales.Buscar el financiamiento o cofinanciamiento para la implementacioacute;n de un laboratorio de control de calidad ycatacioacute;n. Capacitar al personal en anaacute;lisis de calidad sensorial. 3. Finanzas:Gestionar el aumento de la liacute;nea de creacute;dito con Root Capital de 150 mil USD en el 2019 a 250 mil USD para este antilde;o aproximadamente.Gestionar la reduccioacute;n de las tasas de intereacute;s con las financieras que se estaacute; trabajando actualmente.Gestionar financiamiento de financieras internacionales (Rabobank Shared Interest etc.) para incrementar la liquidez de efectivo y poder cumplir con las exportaciones. 4. Capitalizacioacute;n:Continuar promoviendo el mayor cumplimiento de la aportacioacute;n social por parte de los socios de acuerdo con las decisiones que se tomaraacute;n en Asamblea General 2020. Asesoriacute;aBusinessAsesor empresarial: Desk DaysFunction 3: Economic function Deliverable: Farmer led enterprisesEl cliente participa en 3 eventos de Agriterra y cumple con 3 actividades o consultoriacute;as de seguimiento a cada evento Enero- diciembre 2020asesor empresarial - gerente del cliente21Financial managementConsultoriacute;a / actividad post Taller Gestioacute;n Finanzas Estrateacute;gicasFunction 1: OSID Deliverable: ParticipationUn informe de la consultoriacute;a / actividadMarzo- Mayo 2020asesor empresarial - gerente del cliente21 GovernanceConsultoriacute;a / actividad post Taller en GobernanzaFunction 1: OSID Deliverable: Transparancy amp; AccountabilityUn informe de la consultoriacute;a / actividadMayo-Julio 2020asesor empresarial - gerente del cliente21BusinessConsultoriacute;a / actividad post Gira de estudios internacional Function 5: General interestUn informe de la consultoriacute;a / actividadAgosto- Octubre 2020asesor empresarial - gerente del cliente21Capacitacioacute;n Financial managementtaller de gestion financiera Estrateacute;gica a traveacute;s del proyecto 20ATP-8501chequeo de salud completado plan de accion priorizado TdR y presupuesto aprobados para consultoria/ actividad de seguimientoMarzo 2020asesor empresarial - gerente del cliente413GovernanceTaller en Gobernanza a traveacute;s del Proyecto 20ATP-8501chequeo de salud completado plan de accion priorizado TdR y presupuesto aprobados para consultoria/ actividad de seguimientoMayo 2020asesor empresarial - gerente del cliente612Visita de intercambioBusinessGira de estudio internacional a traves de proyecto 20ATP-8501plan de accion priorizado TdR y presupuesto aprobados para consultoria/ actividad de seguimientoAgosto 2020asesor empresarial - gerente del cliente413Total2278
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Setting the foundation for a financially independent Association Farm Forestry Smallholder producers association of Kenya (FF-SPAK) is a pioneer umbrella organization working with grassroots associations in Kenya to promote farm forestry. It was set up in April 2013 to primarily strengthen the capacity of her member associations for them to be able to support farm forestry producers to improve their livelihoods. It is based in Nairobi and currently working with 13 community Based associations spread across the country. In total these associations has approximately 25 000 individual members with 50% and 10% being female and youth members respectively. In the last Quarter of 2019 Agriterra sent a team of experts to carry out an in-depth organisational assessment of FFSPAK to provide a clear understanding of the BHAG of FFSPAK as well as where they stood in terms of governance finance reputation and membership data among other key metrics. At the end of the assessment the assessment team concluded that there was need for FFSPAK to reduce over-reliance on donor dependency and devise ways of earning her own income for sustainability into the future. This project therefore seeks to set the foundation for this sustainability. 1. A SMART services business Plan to ensure a financially sustainable FFSPAK.2. A SMART Lobby and Advocacy strategy to streamline their lobby and advocacy trajectories.3. At least one new registered cooperative society as a member of FFSAPK in 2020. 4. A board charter that clearly states the different roles and responsibilities of board and management among other key things. SNTopicActionProject ActivitiesP.1BusinessDevelop a sustainable service business PlanP.2BusinessStaff Workshop to align their priorities with the new services business planP.3BusinessA write-shop workshop to develop the proposal further based on the lobby ideas of FACT training already delivered P.4BusinessImplementation of the services business planServices AdviceA.1BusinessValue Creator workshop for FFSPAKs membersA.2Event: Training T.1Organisational DevelopmentOrganise an In-house FACT training for FFSPAKs board and Management staffT.2GovernanceInvite representatives of FFSPAK to the annual Agriterra governance trainingT.3Organisational DevelopmentOrganise an in-house MY Coop training for FFSPAKs CBOs who want to transition into Cooperatives
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Towards realizing the strategic Plan by diversifying product lines. Currently Lemlem FCU has 25-member primary cooperatives representing 26039(M=19 706 F=6333) 76% to 34% smallholder farmers in the Welkait wereda respectively. This increase came with the internal capitalization initiative that took place since 2016 when the number of PCs were 23. Since the 5 year strategic plan was crafted the focus was to implement it. Yet the organizational capacity to realize it is lagging presenting a need of support. This project will enable the union to realize its strategic plan diversify product line and market reach. The goal of the action plan is to:
1 value addition possibility identified Collection and sales of 1000 Quintals of Niger seed 10 000 quintals of sesame Access 12 000 000 ETB from Bank Mobilize 1.5 million ETB internal capital. Initiate packaging of honey and producing beeswax. Under organizational section activities focusing on enhancing the organizational development to enable the execution of strategic plan and long term financial liquidity are included. Diversification strategies are ambitious this should be backed by an Agripool to analyze and show the appropriate direction for this reason the action plan includes 3 advisory experts support. Organizational strengthening is wide in scope and has considered the PC members entities. Thus the recruitment of PC staff which has brought a remarkable progress at the primary cooperative is taken as showcase which needed to be upscaled with other PCs. Under production and value chain: improving the value chain activities of sesame and possibility of value addition is included. If the value addition comes out with a positive result the possibility of youth and/or women inclusion in the new business can be further developed. One of the identified diversification opportunities is honey products this can be enhanced by adding value and commercializing the product from demand perspective. This action plan will assist the realization of packing and selling honey products and initiate the production of foundation wax
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La professionnalisation de la coopérative de caféiculteurs AMKA est une coopérative de producteurs de café (arabica) d’environ 1313 membres qui a débuté en 2012 par le regroupement des petits producteurs caféiculteurs. Les plantations de café anciennement propriété des Belges étaient déjà abandonnées et il n’y avait pas de marché rémunérateur. Les gens sont pauvres et cela a constitué le contexte de base pour la création de la coopérative AMKA dont l’objectif est dès lors de relever le niveau socioéconomique du caféiculteur.
En 2014 la coopérative a enregistré une petite production de deux containers soit 38 4 tonnes de café marchand. En 2015 la coopérative est inscrite au Commerce équitable (Fair Trade). En 2016 AMKA a acheté plus de 700 tonnes de cerises soit environ 100 tonnes de café vert vendu à des entreprises privées au Congo qui puisse arranger l’exportation. La collecte de la production est appuyée par COMEQUI une ASBL Belge. AMKA veut professionnaliser ses affaires sa gouvernance et sa gestion financière afin de devenir plus indépendante comme organisation. Agriterra a commencé l’appui de l’AMKA à la fin de l’année 2016 avec une vocalisation sur l’amélioration de la gestion financière et la transparence. AMKA a arrangé ses états financiers et une expert-comptable a fait un audit des dernières années. En 2017 l’audit sera présenté au Assemblée Générale et les activités prévue dans le plan d’action s’agissent la professionnalisation de la gestion financière la formalisation de la relation avec Comequi et l’intensification des activités commerciales.
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Farmers-Focused Transformation Indonesia 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
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ASIA - Financial Management Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in Asia.As part of its strategy for 2016 through 2019 Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months. The underlying project comprises the following services/trainings:
Basic nancial management trainings
Strategic nancial management trainings
Workshops on record keeping on my
farm
Training courses on internal
capitalisation for farmers’ cooperatives
Trainings of trainers on Financial
management Providing training as per Description
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Towards wheat value addition and pulses export marketing activity THIS ACTIVITY WILL NO LONGER BE UPDATED ON IATI.
BHAG: To produce the best quality pasta macaroni and biscuit in Ethiopia Wodera multipurpose farmers’ cooperative union is located at Debra Birhan town Ethiopia. The union mainly purchases Teff Wheat Chick pea Haricot beans Mug bean and Malt barley from its members. It also supplies agricultural inputs like improved seeds pesticide fertilizer and herbicides and consumer goods to the members and non-members. Furthermore the union has been engaged in animal feed production activity and provision of agro mechanization services to members.
Amongst the crops produced in its working area the union has high wheat potential thus the union has already decided to establish food processing complex that uses the raw wheat produced from the farmers’ plots of land and to process it to wheat flour biscuit pasta (long cut pasta) and macaroni (short cut pasta). The current household consumption trend of pasta and macaroni has increased and most restaurant has pasta and macaroni meal in their menu. According to different research findings pasta and macaroni is becoming common consumer products in Ethiopia and is largely accustomed by the urban population. As per the feasibility study the planned factory will have a daily theoretical production capacity of 62 24 24 14.4 tone wheat flour pasta macaroni and biscuit per day respectively. The project total investment cost is estimated to be ETB 162.44 million. The union is anticipating to finance 50% of the total investment requirement from equity and the remaining 50% from bank loan. The government has delivered and handed over to the union 10.000 Hectare land which is fenced currently.
In 2017-year action plan internal capitalization training has been delivered to the union board member member farmers union management and for other key stakeholder and awareness has been created at large. Thus so far the union mobilized 17 million ETB equity capital from members. In addition the union financial administration full digitalize by installing Peachtree software the union marketing and finance staffs have taken marketing and financial management trainings respectively Strengthening the union management and board leadership competencesMobilizing of 64 million ETB equity capitalDeveloping website for marketing and branding purposeSetting up Malt barley sourcing pilot with Habesha breweriesEngaging the union in export marketing activityStrengthening the union improved seed multiplication effort In 2018 year they key focus will be again internal capitalization assisting the union in its move to purchase the food complex machineries and equipment’s assisting the union to start exporting of chick pea haricot beans and mug bean to other countries and professionalizing the union management and board.
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Scopings Company Assessments Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process and ensuring a more equal distribution of income and an enhancement of democratic decision making and relations.
Agriterra's new strategy that runs from 2016 - 2020 takes advantage of challenges in the business environment builds on the strengths of Agriterra’s past performance and addresses the weaknesses that emerged from an internal analysis. Agriterra’s focus is on transfer of knowledge by offering them the hands-on expertise needed to take advantage of the funds available from different sources and to produce financial strategies that underpin their priorities for action in favour of members’ interests. Expertise that is sourced from a vast network of agribusiness and farmers' organisations in the Netherlands and abroad. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of China. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render.Some of the acquisition related activities/assignments will be registered under this project as well.
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Business Development of MDWA Sunflower Production Mambwe DWA is a women-based organisation with a key focus on women empowerment through business lobby and advocacy. The association was formed in 1997 and legally registered in 2006 and currently has a membership of 1 180 individual farmers - of which 1 056 are women and 124 males – organised in 145 groups and 12 Area Women Development Associations. The association members all hail from Mambwe Rural District.The aim of Mambwe DWA is to reduce poverty and vulnerability levels among rural women and youth thereby enhancing the community livelihoods and empowering the women.
The organisation is engaged in the following activities:
support of sustainable agriculture among the members for poverty reduction and food security. Under this activity different types of trainings in new technologies are organised including agroforestry sunflower production human rights gender awarenessprocessing of cooking oil from sunflower and groundnuts grown by the members which is sold in the communitiescapacity development of the members for effective running of the families and the organisation. Increase and strengthen the membership base by 25% (1 875) and improving the sunflower business to make it a profitable business by increasing production in terms of yield oil content and quality hence becoming sustainable.
As well as empowering the members in high production of crops and livestock value addition and creation of stable markets Improving the sunflower business to make it a profitable business by increasing production in terms of yield oil content and quality hence becoming sustainable. A grant will be given by USADF and other agri agency who will come on board.
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Strengthening the extension department and cementing the market share of Royal fresh Mukurwe-ini wakulima dairy limited is at a very important stage of their development now with regards to 'Royal fresh'. In 2018 the focus was still on mobilising members' milk to work towards full utilisation of the processing facility efficient processing operations strengthening of governance and management and growing the market share of the brand-'Royal fresh'. During the same year the company grew tremendously processing up-to a high of 50K litres of milk per day and making revenues of more than a billion shillings. Milk deliveries to the company are expected to grow by an average of 15% in 2019. The milk processed in 2018 came from an active membership of 7200 farmers within the catchment area of MWDL who were paid a farm gate price of KES 35 per litre on average throughout the year which has remained a historical high and stable.
In 2019 MWDL intent to increase its visibility within Kenya and hence target new markets that are not currently served by Royal fresh as well as target other new markets for their UHT brand in far flung areas. The focus therefore during the year will be to continue pushing the farmers to produce more milk for efficient utilisation of the processing capacity and to also work hard on the marketing front to open the new markets as well as cement the existing ones. Increased milk deliveries from the farmers by an average of 15% in 2019.
Continuous pay of competitive farm gate prices of not less than Kes 35 per litre.
Strong governance structures devoid of corruption and conflict of interest and thus improved quality decision making within the board.
Increased visibility of the Royal Fresh brand in Kenya Project Activities
Train the extension staff in a practical dairy training farm on technical farm extension topics as well as the soft skills on how to advise and train the farmer
Exchange visit of the extension team to a dairy processing cooperative or company
Set up an E-marketing platform for MWDL
A full board and Management workshop to discuss governance beyond 2020 and Agriterra partnership beyond 2019
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Kick-starting the new business activities <p>Kisoro Potato Union has changed its BHAG in 2017. Originally the BHAG concerned supplying the potato processing factory in Kisoro but after this factory stopped its activities Kisoro developed a new business plan. The BHAG of this new business plan is to aggregate potatoes on union level and market them in Kampala. Agriterra has supported Kisoro Potato Union in developing the business plan and this project has the intention to support the union in kick-starting the business activities.</p> <p>Kick-starting the new business of Kisoro potato union. NB: The union will be included in the portfolio of Agriterra Great Lakes.</p> <p>The project plan for Kisoro Union concerns the kick-starting of the marketing activities of the Kisoro-potatoes in Kampala. Potato Growing has been the mainstay of the people of South-western Uganda (Kisoro and Kabale Districts). In the past several years more than 570.000 MT has been registered as annual production from the two districts out of a total national production of 630.000 TM. Within these districts 12 potato cooperatives have formed the Kisoro Potato Growers Union. The union has been supported by Agriterra in the development of a new business plan after the original business activity became obsolete after the main buyer a french fries factory stopped its activities. This project plan gives substance to the new business case with a number of activities focused on reengaging the cooperatives and the individual members to the union with as main motivational argument the economic self-interest of the members which will be best served by aligning themselves with the new business case.</p>
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Upgrade Ford cooperative on first stage development Ford Mandarin Cooperative (hereinafter as “the coop”) was established in 2016. It locates in Linjiang County of Kaizhou District Chongqing. About 317km north of Chongqing. The coop organizes the members to planting mandarin with special variety.by now the mandarins are still growing. At the beginning of September 2016 a total of 1397 households in the village invested 3000 mu of land and Cash shares reached 1.4 million RMB. Around 96% households has shares in the cooperative.
Since Agriterra is during the transformation we have turn our head into a big version to agriculture industry in certain district. Chongqing is one city with different kind of citrus fruit especial in north part near the Yangzi river including Kaizhou. In last September we have done scoping to this coop and found that the mandarin they grow is popular in the market and there are many other coops in this District growing the same kind of citrus. They have somehow the same kind of puzzle during their grow.
so we decide to choose 4-6 citrus cooperative in the same district to give guidance on their development. 1. improve the planting technical of the citrus
2. cooperative management structure
3.financial management
4.marketing structure and strategic plan The purpose of this project is to upgrade the ford cooperative when they still in the starting phase by following steps and activities.
step 1: profit making to maintain member commitment
- technical training/marketing plan/market-linkage
step 2: internal capitalization to improve the financial sustainability and further development
- Internal palatalization workshop and plan/ basic and strategical financial management training
step 3: strategic plan for 4 years to improve the comprehensiveness of the cooperative
- strategic plan/business plan/value chain analysis
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Gestión organizacional y prestación de servicios <p>La Central de Cooperativas Agropecuarias de Chuquisaca (AGROCENTRAL) es una organización de segundo grado que aglutina a ocho (8) cooperativas rurales agropecuarias del Departamento Chuquisaca Bolivia. Representa a 1.241 socios de los cuales 620 son mujeres. <br>AGROCENTRAL como central de cooperativas viene pasando por un proceso de adecuación a las normativas legales de acuerdo a la nueva reglamentación de la Ley General de Cooperativas 356. También la organización viene está en un proceso de análisis interno realizando consulta y elaboración de su plan estratégico. AGROCENTRAL busca que cada una de sus cooperativas sea rentable y exitosa teniendo en consideración la disponibilidad de recursos y su situación geográfica que no siempre son favorables. </p>
<p>Este proyecto viene a dar importantes pasos que le permitirán a AGROCENTRAL organizar sus servicios a sus cooperativas de una forma más eficiente y cumpliendo con la normativa actual. <br>Algunos resultados esperados son:<br>1. Se cuenta con un sistema informático de registro de socios implementado en todas las cooperativas permitiendo el registro y control de los servicios y manejo de distribución de excedentes.<br>2. Actualización de la nómina de socios e implementar Libretas de Socio donde se declare el monto del aporte de ingreso y el monto que lo toca de los excedentes de cada gestión. <br>3. Directivos y personal de la cooperativas entrenados en la utilización de los nuevos sistemas informáticos. <br>4. En los aspectos de gestión administrativa se cuenta con estados financieros auditados y se elabora un manual interno de funciones que se pone en práctica a nivel de cooperativas y de la Central.</p> <p>Fortalecer internamente AGROCENTRAL a través de la definición de su estrategia de largo plazo y adecuación de toda la red de cooperativas socias a la nueva normativa legal.</p> <p>El proyecto viene a fortalecer internamente a AGROCENTRAL dando pasos sólidos para determinar de una forma sistemática las necesidades por asesoría de las cooperativas manejo de información y registros de socios actualizados conociendo con mayor exactitud a quienes representa como los socios se involucran en las cooperativas a través de la demanda por servicios y provisión de materia prima y registro transparente de la distribución de excedentes. <br>El proyecto viene a contribuir a la WA1 Organisational strengthening & inclusiveness.<br>Participaran en las acciones las 8 cooperativas con un total de 1241 socios de las cuales 620 mujeres aproximadamente. <br>El presupuesto total asciende a 14628 Euros del cual 10.240 es solicitado a Agriterra y 4.388 será financiado por AgroCentral. El presupuesto está en concordancia con las acciones planificadas. Agrocentral cuenta con una contadora y con un sistema contable que recién en el 2016 está siendo implementado. <br>De acuerdo al chequeo de salud financiera AgroCentral tiene limitaciones en los sistemas de control interno y auditorias ambos puntos son acciones del plan de acción. Luego la planificación presupuestaria y presentación de informes se encuentra en mediano riesgo. Se hará seguimiento a estos tres componentes.</p>
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Improving Peanut Oil Production The cooperative (TCS) is Township Level cooperative society that is the second level from the bottom. It is like a group of primary cooperative societies. TCS consist of 247 primary cooperatives in the region. The first registration was in 1971 a new registration has been done in 1992 (according to the cooperative society law 1992 that had been acted in 1992).On 21 of January 2019 and April 2019 scooping and cooperative assessment has been done. TCS offers a lot of service for members and non-members. Most important services are Micro Finance and peanut oil processing. TCS wants to improve internal capitalization in order to make the necessary investments. For this they need a vision and strategic plan. To get good foundation governance must improve on transparency youth involvement etc.The following steps have to be made during the first yearbull; Key issues for support are in order of importance:1.Governance (roles and competencies needed) responsibilities of staff and board2. Finance procedures must be there and followed budget planning and cash flow forecast on BU level and total3.Strategic plan TCS has too many plans for the future. There is no focus and decision making can be improved. TCS wants to invest not only in the oil processing to get Food and Drug Administration Certification but also in other services. The plans for the oil processing are realistic however they must think how they can enter the market for the premium oil (market investigation marketing plan). But in practice at first they must build a strong fundament of the organization. Governance is weak especially roles and responsibilities are not clear. The board must change from management to a controlling body and act more on strategy development and decision making. The main challenge is that the board has a different role than the management.Second is finance which has to be computerized. Already at the start Agriterra can give support on making a realistic business plan for the peanut oil. But the first focus must be governance and finance. In the coming years attention must be paid on strategic and business planning and marketing. An action plan is needed to improve the internal control of the board and finance. Also procedures job descriptions etc. have to be written down.
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Towards sustainable member services Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010 CTCF has developed into a cooperation with 98 member coops (representing 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2017 will have an evaluative character. Having worked together for 5 years it is time to evaluate and see if continuation of cooperation in the future is required and what this cooperation should be focussing on (which business case/BHAG to be realized). Apart from evaluative activities the Action Plan will bring specific focus towards youth involvement in CTCF and its members. This Action Plan will also assist CTCF in testing paid service provision to its members through having them pay for the Agriterra Basic FMT. CTCF provides various services to its members cooperatives. Having a cash crop commodity with potential for exporting Focus of collaboration will be on providing marketing support services to its members in a financially sustainable way. This means that members will gradually pay for the services provided out of their improved tea business. FACT methodologies will be further incorportated in the way of working of CTCF and its members with focus on marketing support and marketing related services. Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010 CTCF has developed into a cooperation with 98 member coops (representing 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2017 will have an evaluative character. Having worked together for 5 years it is time to evaluate and see if continuation of cooperation in the future is required and what this cooperation should be focussing on (which business case/BHAG to be realized). Apart from evaluative activities the Action Plan will bring specific focus towards youth involvement in CTCF and its members. This Action Plan will also assist CTCF in testing paid service provision to its members through having them pay for the Agriterra Basic FMT.
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Governance improvement to boost its business. The coop wants to increase the number of members using their services strengthen the relationship between the coop and its members and have more market-linked contracts. In the future they want to be able to sell 100% of the product for all their members. But currently the coop is facing with cooperative management (long-term business strategy and governace) to boost its business and services. This project aims to strengthen the cooperative staff and members of professional to boost its business. This project aims to strengthen the cooperative staff and members of professional to boost its business. Quang Tho 2 cooperative (QTCO) is multi-service agriculture cooperative with 604 members focusing on centella and rice production. The ambition of the cooperative is a new Coop model which focus fully on the service of its members. The goal is to increase the income of the members and the staff in order to improve the life quality.This year the coop is focusing on:Value creator and business strategic planningMaketingMycoop trainingICTs application trainingFinancial management
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Renforcement du marketing de la coopérative Au cours de l'année 2018 la coopérative Kawa Kabuya s'est engagée à amorcer le processus de certification du facé et accroitre son niveau de business. La coopérative a alors procéder à la codification des membres pour préparer les isnpections. Pour des raisons indépendantes de la CKK l'inspection n'a pas été faite et le certificat pas délivré. Pour cette année 2019 la CKK désire continuer avec les démarches de certification étendre son business en améliorant le marketing. Elle va par ailleurs se focaliser sur l'amélioration des pratiques de production. La coopérative désire améliorer son marketing en fidélisant sa clièntèle. Elle voudrait augementer la qualité de café et devenir compétitif sur le marché. Pour ce faire la coopérative a l'ambition de développer correctement sa communication avec les acheteurs. Les activités principales sont : Organiser l'audit des états financiers de 2018 et les présenter en AG Faciliter le cadastage des terrains des micro stations de lavage de café Organiser les rencontres avec les collecteurs des cerises sur les procédures d'achat la qualité et l'optimisation des charges organiser les champs de démonstrations sur l'application des bonnes pratiques culturales Actualiser la liste des acheteurs potentiels de la coopérative et organiser des contacts Mettre à place le site web de la coopérative et mettre à jour les informations
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Cooperating in Country Networks <p>Agriterra has co-founded AgriProFocus in 2005 and the two have been closely connected ever since. Agriterra hosted the AgriProFocus Support office in Arnhem between 2005 and 2013. All this time being close facilitated the exchange of information and ideas between staff and between management of both organisations. </p>
<p>Since 2009 Agriterra is a committed member organisation with an increasingly significant financial contribution for the country networks in Africa and Indonesia. The table below shows the financial commitment over the last few years (this is excluding the member contribution fee). The increase in amounts reflects the growing number of country networks where we have been working together. </p>
<p>Over the last years Agriterra build up its local presence in support of its partners. Today Agriterra has local representation present in 8 countries with an AgriProFocus network. The perspective for these contries is to connect Agriterra’s focus on cooperatives with the network approach of AgriProFocus.</p>
<p>In 2014 for the first time Agriterra’s resources were earmarked to certain areas / activities per country. In 2015 the focus of the collaboration was on the following 9 countries: Benin Ethiopia Indonesia Kenya Rwanda RD Congo Tanzania Uganda Zambia. It is noted that activities in Mali and South Sudan were mentioned in the 2015 request but not included in the contract. In 2016 Agriterra no longer supports activities in Benin. </p>
<p>The general objective for 2016 is to enhance visibility of Agriterra and its clients in 8 country networks and regionally. It is the intention of AgriProFocus to through this proposal offer services to Agriterra to enhance business linkages for its clients and increase their capacity and knowledge on key entrepreneurial topics and sectors. The proposed deliverables in Ethiopia Indonesia Kenya RD Congo Rwanda Tanzania Uganda and Zambia are the result of interaction between AgriProFocus country teams and relevant Agriterra representatives. This bottom up planning approach was agreed on December 4 in a meeting with Agriterra management. It forms a departure from working subsidy driven to service driven. The deliveables identified per country can be grouped under three main service areas:</p>
<p>1. Business brokering: scouting and linking farmer organisations to new partners<br> AgriProFocus network events (agribusiness finance fairs sector events business drinks) offer the opportunity for Agriterra staff to meet potential new clients. Agriterra’s existing clients may benefit from these events by meeting input suppliers service providers and financial institutions. <br>2. Expertise exchange: providing opportunitiues for capacity building and learning<br>AgriProFocus has ongoing learning tracks on farm-firm relations contract farming through coops youth in agribusiness and specific subsectors like dairy poultry horticulture. Through participation in these activities Agriterra’s clients get involved and bring and get knowhow in a wider network. <br>3. Platform for debate: focus on horticulture<br>Agriterra’s campaign ‘Small farmers big deals’ is a valuable input for the policy debate in general in the network and more in particular for advocacy in horticulture at East Africa level. AgriProFocus members and partners are organising a regional horticulture event in Arusha in november 2016. We aim to repeat and enlarge the succes of the 2015 event in Kigali.</p> <p>The goal for 2016 is to enhance visibility of Agriterra and its clients in 8 country networks and regionally. It is the intention of AgriProFocus to through this proposal offer services to Agriterra to enhance business linkages for its clients and increase their capacity and knowledge on key entrepreneurial topics and sectors.</p>
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Sist. Integrado nueva planta y desarrollo de mercados de quinua La Asociación Nacional de Productores de Quinua ANAPQUI es una organización de segundo grado. Cuenta 2.080 socios/as afiliados a 13 organizaciones (denominadas “Regionales”). ANAPQUI fue constituida el 3 de diciembre de 1983 con el objetivo de Promover el sistema tradicional del cultivo de la quinua y mejorar la calidad de vida de los agricultores del Altiplano. Durante la gestión 2016 Agriterra colaboró con ANAPQUI en el desarrollo del Plan Estratégico Institucional Plan Operativo Anual primer módulo de un nuevo sistema integrado de contabilidad revisión y validación con las 13 organizaciones del Estatuto Orgánico formulación del Proyecto a disenho final para la nueva planta de beneficiado de quinua en Challapata y el desarrollo de procedimientos estandarizados para implementación del sistema de gestión de calidad ISO 9001:2008 para el Comité de fiscalización. El nuevo Plan de Acción apoyará a complementar los módulos que restan puesta en marcha del sistema integrado de contabilidad y al funcionamiento de la nueva planta de beneficiado de quinua y contribuirá al desarrollo del mercado de quinua en grano y productos terminados de quinua en la ruta troncal (La Paz Cochabamba y Santa Cruz) de Bolivia y mercados internacionales. BHAG
ANAPQUI opera sus procesos de producción a costo real y ha incrementado sus ventas totales en al menos 5% con relación al ejercició de 2016 Adquisición y puesta en marcha de los nuevos módulos del programa contable (producción exportación RRHH activos financiero costos) e implementación Socialización y aprobación del nuevo Estatuto OrgánicoElaboración aprobación del Manual de funciones por parte del Consejo de Administración y Comité de Fiscalización. Difusión entre personal de planta administrativos y directivosElaboración aprobación del Manual de Procedimientos internos en Directorio y Comité de Fiscalización. Difusión en instancias operativas y ejecutivasFinalización de la nueva planta de beneficiado de quinua de Challapata (Oruro). Puesta a punto de la maquinaria y producción de las primeras unidadesEstudio de mercado para 12 productos de ANAPQUI en la ruta troncal de Bolivia presentado a DirectorioAsesoramiento en el desarrollo del Plan Estratégico de Comercialización para ANAPQUITaller de Gestión Financiera BásicaTaller de Apoyo a Consejos de Vigilancia o FiscalizaciónViaje de aprendizaje a una empresa (organización) de referencia para conocer las políticas y estrategias de comercialización que han seguido para desarrollar mercado interno y eventualmente externo
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Finetuning people procedures and practices to kickstart Asetenapa as a collectively owned business ASETENAPA is a young Ghanaian cocoa cooperative of which the 325 members are experienced in cocoa production but whose leaders and management have yet to gain experience and adequate competences in coop leadership and professional management. Agriterra and Tonys Chocolonely will assist ASETENAPA to set systems procedures plans and managerial practices in place and accompany the kickstart of this promising cooperative towards a members oriented and reliable cocoa suplying cooperative. Within this project Agriterra and Tonyrsquo;s Chocolonely will work as partners for the duration of the project in professionalising the Asetenapa Farmers Cooperative. The aim is to achieve a sustainable supply of cocoa beans towards Tonyrsquo;s Chocolonely under their sourcing principles through the improvement of the functioning of the Asetenapa Farmers Cooperative.Agriterrarsquo;s role will be to train advice and accompany the cooperative to strengthen its capacities towards becoming a professional business-oriented cooperatives. In the relationship between Tonyrsquo;s Chocolonely and Asetenapa Agriterra will merely adopt a facilitating role enhancing clarity of the agreements feasibility of the terms and fairness for both parties. By combining their competences related to organisational strengthening and market development Agriterra and Tonyrsquo;s Chocolonely will work on shared value creation in which the farm-firm relations are strengthened in mutual interest of the potential business partners. This will be a win-win situation for both Tonyrsquo;s Chocolonely as well as Asetenapa and their farmer members. The 2020 key target for the cooperative is to gain experience amp; reach a break-even point in its commercial activities. Tonyrsquo;s Chocolonely is growing and wants to source more beans from farmer cooperatives in Ghana and Ivory Coast based on their five sourcing principles. Tonyrsquo;s Chocolonely therefore wants to develop partnerships with more farmer cooperatives. For Ghana it has proposed a two-tier strategy namely 1) new partnerships with reasonably developed existing Fairtrade certified farmer cooperatives and 2) partner with a limited developed non-Fairtrade farmer cooperative. Reasoning for the second approach is to showcase that the five sourcing principles of Tonyrsquo;s Chocolonely can create serious and measurable impact in creating strong farmers and cooperatives.For the second strategy the Asetunapa Cooperative has been approached. This cooperative consists of a group of approximately 300 farmers that split in 2018 from the Suhum Farmers Union. The cooperative has recently formally registered itself and made agreements with Tonyrsquo;s Chocolonely to become Fairtrade Certified before the end of 2019. The believe is that this cooperative can develop in a strong farmer based organization and comply to the five sourcing principles within a reasonable period of time thereby becoming a key sourcing partner of Tonyrsquo;s Chocolonely.Tonyrsquo;s Chocolonely and Agriterra share the mutual interest to develop a strategic approach on how to support this cooperative in order for it to become a showcase for developing a business minded farmer cooperative through a bottom-up approach where the members feel a strong sense of ownership and are united as business partners to create economic benefits for their individual farming business. This approach should touch upon the current challenge with cocoa cooperatives in Ghana which seems to hinder further development of cocoa farmers.For the period of the project the partners aim to reach the following objectives:Ensure that a minimum of 100 MT is delivered to Tonyrsquo;s Chocolonely before the end of March 2020 based on Tonyrsquo;s Chocolonelyrsquo;s standards and traceability requirements.Strengthen the Cooperative Management (in terms of business planning financial management governance marketing and member commitment) in order to make them a viable business partner;Develop a practical strategic plan for Asetenapa which is fully owned by the cooperative.Facilitate inter-cooperative communication and enhance transparency and trust within and between them;Seek synergy and align wherever possible with other relevant stakeholders (e.g. Fairtrade LBC etc.) in implementing the project.
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Improving business performance of Kabile Cooperative Cashew Farmers and Processors Society Limited The Kabile Co-operative Cashew Farmers and Processors Society Limited was established in February 1998 by cashew farmers in the far west Brong-Ahafo region. The current membership stands at 75 farmers. The cooperative is specialized in the collection processing and marketing of cashew grown by their farmer members. Through this farmer owned enterprise the farmers are able to add significant value to their product although so far most of the profits made went into further modernizing the processing factory which has a yearly capacity of 240 MT and employs 85 people. The cashew is being sold in 5kg boxes to buyers/exporters in Kumasi or Accra. Kabile Cooperative would like to increase its processing volume for which the cooperative requires additional capital and profitable markets. Furthermore there is the ambition to professionalize the factory through investments in assets and quality/hygiene. However in order to achieve this there are several high priority issues that need to be addressed first. This first action plan will therefore focus on strengthening the financial management and the strategic business focus of the organization. These activities should generate sufficient input and understanding for the action plan of 2020. Improve financial management procedures and strategic direction of the organization. In order to achieve the business ambition of Kabile and professionalize the organization there are several high priority issues that need to be addressed first. This first action plan will therefore focus in particular on strengthening the financial management and the strategic business focus of the organization.
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COVID-19 Support Hours Kenya 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 peer to peer 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 peer to peer learning 1. In light of COVID-19 this project activities aim to- Create COVID-19 Awareness for Agriterra Kenya's Clients.- Help Desk Service/Online Platform/’Workplace for Clients’- Webinars with Agripoolers/Local BA’s2. Clients Reached Farmers Reached Help Desk Projects Posts and reach. 3. After COVID-19 it will be discussed if the help desks remain in place.4. Crosscutting themes such as gender environmental youth and sustainability are always important.
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Improving member commitment and marketing position of KDCU Kipkelion District Coffee Union (KDCU) was established in 2009 with the main goal to mill and market the members’ coffee. Effective lobby and advocacy on behalf of its 32 members cooperatives is also an important goal. In August 2016 the Company assessment was carried out and a positive advice was given to further support KDCU in achieving some of its goals. KDCU has a well prepared strategic plan for 2016-2020. The strategic objectives that were discussed for further support by Agriterra are: strengthen the marketing position by: 1. setting up a strong marketing department to implement the marketing plan 2. getting a licence to the auction market (end of 2017) 3. Create business linkages resulting into international business deals (2018). A strong marketing position requires a strong board and management that further professionalise their business. Governance and strategic FM are well placed. In order to improve the lobby and advocacy capacity FACT trajectory will start initially focussing on the union board members. To strengthen Kipkelion's marketing position Increase membership commitment by 10% - Make a BP for KDCU on milling meeting all international standards operational manual to be updated
- Make a Marketing Business Plan for the KDCU
- Marketing training to BoD and key staff of KDCU establish a marketing unit/department
- Recruit a capable Marketing and Business Development (MBD) officer based on JD and fair recruitment process
- FACT workshop - Lobby and Advocacy skills
- Cooperative Governance training
- Financial Management training
- Improving the quality of coffee beans -gt higher added value (e.g. branding AA quality beans)
? Improving transparency of payment structure-gt higher involvement of the farmers? Attracting younger farmers / more female farmers (continuity)? Improving the quality of the ICT-systems of the 32 unions and the integration of it on union level (i.e. Management Information System? Investigate the opportunities and difficulties about direct export to Europe USA and Asia (foundation for farmers education)KDCU can create a much stronger market by buying and selling green beans of all the 32 societies now the supply is fragmented because the farmers / societies sell the beans themselve
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Building the capacity of cooperative unions on mechanisation activities and digitalizing the accounting practices The Ethiopian economy is mainly reliant on agricultural production. The agriculture sector accounts for 40 percent of the gross domestic production 85 percent of employment and 90 percent of export earnings. Although Ethiopia has an enormous potential for agricultural production the growth of the sector has not coped up with the demand of agricultural production. The sector is characterized by farmersrsquo; use of traditional method of production enormously limited capital and low productivity. Hence the sector has not been able to feed the countryrsquo;s fast-growing population and make a sustainable contribution to the economic growth of the country. Close to 15 million rural farm families are directly depending on agriculture for their livelihood and operating a total crop area of 13.5 million ha mainly under rain-fed system. Agriculture is mostly smallholder based where about 90% of the farmers own less or equal to 2 ha per household. Hence small scale farmers are the main engine of the agriculture sector. As a result improving the productivity of the agriculture sector is quite demanding. In addition to human muscle in most cases and particularly in cereal based systems oxen-draft is the main source of farm power for land preparation and planting. Though Ethiopia has a long history of agricultural practices the development of agricultural mechanization is still minimal. Farm power is mainly dependent on oxen-draft and human muscle operating using traditional farm implements. Ethiopian government has been showing a keen interest to improve the agricultural mechanization practice in different parts of the country. The government and the other development organizations are creating awareness about the importance of using farm machineries for enhancing agricultural productivity. Thus in June 2019 the Ethiopia government amended the tax law to exempt agricultural machinery imported from overseas from taxes. This tax reform is aimed at enhancing the agriculture sector by removing duty and taxes on imports of farming machinery irrigation and drainage equipment as well as animal feed ingredients and technologies; providing incentives to invest in the importation and local production of these technologies. The objective this project is create a basis for the professionalization of the mechanization activities of the selected Unions. An assessment will be done on Union and primary cooperative level to identify the gaps. This activity will be followed by an awareness creation session to align all relevant stakeholders and to share the identified gaps. The next step is to start with improving the planning between Unions and their primary cooperatives through training on business planning. The GIZ Agricultural Mechanisation and Technology for Smallholder Productivity (AMTP) project recently extended their activities to the Amhara region. The objective of the project is assist smallholders farmers to use high-quality mechanization services and technologies and raise their productivity and income levels. It started working with Merkeb and Damot Unions. Agriterra is also active in the Amhara region and is among others working with Damot and Admas Injibara Unions. In the past there were also activities with Merkeb Union. Since both GIZ and Agriterra are working with the same Unions and there seems to be complementarity in terms of activities this proposal is being developed to formalise the collaboration. Agriterra will continue working with Damot and Admas Injibara Union as contracted with these organizations at the beginning of 2019. However the activities will be extended with a focus on the mechanization business and Merkeb Union will also be included. Concerning financial management this is seen as one of the weaknesses of Unions in Ethiopia. The often large organisations have very basic manual accounting procedures which provide limited business support. Therefore Agriterra will support by providing accounting software training to digitalize the accounting practices of Hetosa Union.
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Improvement of Organisation perfomance Youth Participation Wino Agricultural Marketing Cooperative Society (WAMCS) is a primary society established in 1993 as the commercial organisation of WIDA a Swedish-supported NGO created in 1990. A SACCO was also created parallel. The Swedes left in 2006 creating a huge challenge of doing things without donor money. Of the 1100 members some 500 subsistence farmers are dormant members as one cannot leave the coop voluntarily. 400 farmers contribute to the economic activity of the WAMCS: All of these 400 members grow maize and beans while 200 of them also grow coffee. The coffee is mainly practiced by the older members as no youth seems to be interested.
At the end of 2015 the relation with Agriterra was on hold for almost one year (2016)
2018: Year 2017 for WAMCS was successfully because they manage to increase number of members and also to analyse them selve in business. for this year 2018 for focus will be on data and statistics for business planning. 1. Improve the organisation’s orientation 2. Improve the marketing of maize and beans3. Improve youth participation (survey to identify needs and setting up youth committees), 2017: In this first collaboration year with Agriterra WAMCS will prepare itself to be able to enhance more business opportunities for it members by linking them to markets. WAMCS will start improving its communication with members regularly (know their needs for services) improve its farm-input provision and increase its knowledge of the maize value chain within and outside Tanzania.
2018: this is second year of collaboration data and statistics will be the main agenda for WAMCS and also enhance performance youth council the collaboration WAMCS WINO SACCOS will continue to improve the board of WAMCS.
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Scoping assessments Vietnam 2018 Agriterra supports farmer-led businesses: companies where farmers are either directly or indirectly in control. This control is in place either because the business is a membership organisation or because agricultural organisations are the shareholders. These agribusinesses – usually cooperatives – become our clients because they know that Agriterra can make a contribution to their aim: a strong competitive market position.
Agriterra uses strict entry and exit criteria for clients. To become a client cooperatives must have at least 1 000 members (possible to deviate if growth potential can be proven) be able to show a track record in business have realistic ambitions for growth recognize the need for finance (working capital and term loans) and be prepared to change.
Clients who show little progress have a vision that differs from Agriterra’s long-term view show no genuine desire to professionalize the business or prove resistant to change perpetrate fraud or malpractice in financial management or suffer from serious governance issues that hamper proper business performance are reasons for an exit as Agriterra client. Besides that a client can also exit for positive reasons such as having successfully implemented a business plan. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Vietnam in order to grow the client portfolio in 2018. Goal for 2018 is 4 scopings and 3 company assessments. Furthermore this project is also for more overall and combined meetings or evaluation purposes. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Vietnam in order to grow the client portfolio in 2018. Goal for 2018 is 4 scopings and 3 company assessments. Furthermore this project is also for more overall and combined meetings or evaluation purposes.
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Defining the future strategy and improving financial management of JCCU <p>"The Junar Central Cooperative Union was established in 2008. It is a federation of the Sindhuli Junar District Union and the Ramechap Junar District Union and 43 primary cooperatives representing about 7626 individual farmers. JCCU has the mandate to advise and assist the district unions the primary cooperatives and its members. JCCU is maintaining the contacts with the district zonal and national government and third parties. Furthermore JCCU initiates organizes and monitors the investment they are doing on behalf of the members. JCCU plays a role in advocacy and service provision to members; and is positioning itself more and more as a business partner for the cooperative farmers. JCCU recently invested in a Junar processing plant where Junar is processed into juice thereby adding value to the produce of the farmers of the cooperatives. The uniqueness of the federation is believed to be the combination of a partially farmer owned business and fully farmer led federation.</p>
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<p>Agriterra has done company assessment of JCCU on 10-15 Feb 2016. The company assessment team recommended that JCCU fulfill the criteria that Agriterra requires in order to start a client relationship with JCCU The cooperation focused on support in professionalizing JCCU at this stage.</p> <p>Strengthening JCCU in providing sustainable services to its members.</p> <p>The action plan was started in August 2016 as the starting up phase of a cooperation between JCCU and Agriterra. The 2016 action plan supported JCCU to increase strategic focus of the union through development of a strategic plan strengthen the financial management define how JCCU can provide sustainable services to its members and select top 10 PCs and strengthen them on cooperative principles and cooperative governance.</p>
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set up of the union activities and strengthen primary cooperatives Liben Farmers’ Cooperative Union LTD is organized as per the Ethiopian cooperative proclamation no 147/1991 in the year 2005. The union is established to solve primary cooperatives common social and economic problems that are difficult to solve at individual Primary cooperative level.The Union is located in the south-west shoa zone Oromia Region in Woliso town which is 114 KM from the capital city of Addis Ababa. The union was established by 18 primary cooperatives and with 20 817 individual farmers of and with a starting capital of 180 000 ETB in 2005. The union is working in four districts (Waliso Goro Wonci and Ameya).The union is a service-oriented business organization that is owned controlled and managed by its members. The union has been able to achieve a remarkable progress in the last 12 years. The union has been able to increase the total number of its members from 18 to 107 PCs in 2020 and increasing its capital from 180 000.00 to 24.4 million ETB and currently serves 41 589 (Male= 38 166 F=3673) individual farmers. When the union was founded it had only one manager and one accountant each with a diploma. Currently the union has 55 employees and the educational level ranges from diploma to second degree.The major crop grow in the area are Wheat teff barely maize chickpea pea and bean etc. the union has 60 hectare of land and to solve the seed shortage of the members the union engaged in seed multiplication of Chickpea and have ambition to engaged in Irrigation business. In addition the union working with different stakeholders like Ambo University Asela malt factory Diago etc.The Union has been serving its cooperative members and the rural farming communities of the 4 districts by providing them with different services such as;-Provision of Agricultural input supply Consumed and industrial goods providing output marketing services Mechanization services Farmer service centre supply animal feed and so on with objectives of increasing production and productivity of agriculture and reduction of rural poverty to improve the living standards of the members. Development of comprehensive five- year strategic plan in order to have clear future directions and able to achieve its business ambition in a planned manner. The 2020 AP focused on the following activity1. Development of five-year strategic plan2. Purchasing and marketing training to primary cooperatives3. Digital accounting system implemented up to date and used to make business decisions.4. Improving the governance system of the organization
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Increasing productivity and services to members UCORIBU is an aggregator of rice of 10 affiliated cooperatives in the Southern province of Rwanda. It has a joint venture with the Australian company Intercity Millers (ICM). In 2006-2007 the government offered to privatize its rice factory and UCORIBU mobilized its members to gather the required capital of 100 000 000 RWF. 53 000 000 RWF was mobilized by a limited amount of members who got 40% of the shares in their name. ICM acquired 60%. The remaining 47 000 000 RWF was payed of in the following years with the revenues of the factory. The Union therefor as 2 speeds: it represents 13 014 members through 10 cooperatives who benefit from the joint venture as their buyer and through annual bonuses. The other group are the members that have invested directly in the joint venture in 2006-2007 when the value of one share was 18 000 RWF. People could however also invest smaller amounts which had direct consequences for their dividends.UCORIBU is active in rice collection bulking processing and animal feed. The Union hence provides quality seeds to the cooperatives and provides guarantees to farmers looking to access fertilizers on credit.In the action plan we are working on production and member commitment by establishing 10 demo plots at the cooperative level organizing visits of farmers to the factory and organizing youth workshop to increase their involvement in the cooperatives activities. Agriterra will support UCORIBU in strengthening the union and its member cooperatives governance financial management and streamlining the role of youth in member cooperatives. Increasing productivity and member services The project is about increasing productivity and services in order to increase the business capacity of the union and its factory. Agriterra committed to support the union in the following activities: Soil testing External audit for UCORIBU and its 10 cooperatives Participate in agrishow Developing information sheets (leaflets/fliers) containing AGM decisions and season updates and distribute them to members User group Visit to Gikonko rice factory
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Increase commitment of members through basic cooperative principles The Junar Central Cooperative Union (JCCU) was established in 2008. It is a federation of 43 Primary cooperatives and 2 district cooperative (Sindhuli and Ramechap) unions representing about 7626 individual farmers. JCCU has the mandate to advise and provide services to the district unions the primary cooperatives and its members. JCCU is active in networking and lobbying with district zonal and national government and third parties. Furthermore JCCU initiates organizes and monitors the investment they are doing on behalf of the members. JCCU is positioning itself more and more as a business partner for the cooperative farmers. JCCU recently invested in a Junar processing plant where Junar is cleaned waxed graded and packed and partly processed into juice. Farmers sell part of the Junar directly to the market and partly through their coop to the union for the factory. JCCU has committed itself during a strategic planning workshop to address 3 strategic objectives in the coming 3 years: 1) establishing a modern Junar tree nursery 2) building the management and governance capacity of the primary cooperatives and 3) increasing the sourcing and marketing of Junar from the primary cooperatives.In order to ensure a regular sourcing to the factory members must be committed and understand the added value of the cooperatives. The main focus in 2018 is to continue the activities which has remained in 2017. The activities mainly focuses on building members commitment by creating awareness to members on the cooperative principles governance providing services to the farmers networking with other development agencies and reviewing the activities implemented and its outputs. To gain members commitment for the smooth operation of farmer led business of oranges and to aware PCs on the role and responsibilities of JCCU and PCs for successful operation of its business. The project will be executed from January-June 2018. The activities in the project mainly focuses on building members commitment by creating awareness to members on the cooperative principles governance providing services to the farmers networking with other development agencies and reviewing the activities implemented and its outputs.
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Organisational Completion for acceleration of business Thanh Binh Cooperative (TABI) is a young cooperative that newly established by beginning of 2018 with 263 are active farming households. TABI ambitious is to sale of 100% dragon fruit for its members; However at the moment the business case is not yet sufficient and far away from making a profit.
During this start-up phrase it is importance for TABI to enhance member commitment by increase number of transation to the Coop. Beside the cooperative should pay most focus in developement of a sustainable business that realising their ambitious. As being a young and active cooperative Thanh Binh cooperative (TABI) aims at completing its organization structure and operation then leading to a boost in its business Rolling out of MyCoop to MembersMarket SurveyDevelopment of Business StrategyCoaching and advising client to operate the action plan especially marketing plan governance improvementCoaching and advising client by Business advisor expat NLParticipate in Marketing Basic TrainingParticipate in Financial Management Training
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Increased sustainability through increased income and membership Nyimba District Farmers Association was established in 2006 with vision to have food secure and income secure households in the whole district through sustainable agriculture. NFDA has 1159 active members and 1302 members in total. The members pay membership fees. NDFA is affiliated with ZNFU and ZNFU runs national level programmes that are channelled through the NDFA to reach the members. Members are small/medium emerging farmers gradually producing for the market. Main commodities in the district are maize groundnuts sunflower soya sweet potatoes cotton. BHAG: A financially self-sustained organisation with 3.000 members in 2020. For 2018 the aim is to cover its core costs/overhead in 2018 from membership fees/advisory services provide quality services to the current (2017: 1400 paying members) with trusted partners focusing on improved crop production and productivity resulting in better supply management and boosting processing of sunflower and peanut and the marketing hence improving the agribusiness wing of NDFA.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance financial management services provision and business development. As another donor supports the agribusiness component Agriterra will not intervene in this implementation but will support in the marketing aspects. This project will focus on:
Training production through farmer field schools and sunflower demo plots
Coaching financial management through audit and backstopping
Training in internal capitalization
Coaching in record keeping and improved association business
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Improve Member Services Enhance member commitment towards adding value Tandahimba Newala cooperative Union Ltd was found in 2008. Registered under the Tanzania Government Cooperative Society Act no 20 of 2003. It was registered with registration number 5569 before TANECU it was known as NECU (Newala Cooperative Union) that time Newala District covered large area including Tandahimba when Tandahimba became a district it was necessary to change the name in order to continue to perform its duty into the two district and hence it was necessary to change the name from NECU to TANECU Ltd and that was in 2008. TANECU Ltd has a head office in Newala Township its 140 km from Mtwara town and it takes 3 hours by traffic.TANECU functions as an overarching union for 179 AMCOS (Agricultural Marketing Cooperative Societies) members which represent 53 700 individual members. All of these AMCOS are active members of the union. On this first year of collaboration with Agriterra for this year 2019 TANECU agreed in partnership with Agriterra to work on Governance challenges in the level of primary cooperatives adopt and prepare them selves on management of business risks which will help to see their future on processing side. TANECUs goal is to improve the capacity of board member and increase use of members in various services improve members data base and production/delivery records improve member services. 2020 main activities in Action plan is improve relation with its members two interns will be placed for 6 months Board attend BFM and youth Workshop to be facilitated.
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Improving the financial sustainability and providing sustainable services to members <p>SFACFL Dhading is client of Agriterra since 2013. It is a federation of small farmer agricultural cooperatives in Dhading district with about 42.000 farmers. The federation is member of NACCFL the APEX organisation of SFACL in Nepal having about 720 institutional memebrs . </p>
<p>Main objective of the federation is to support the members in being good cooperatives both in saving and credit as well as in agriculture.<br>The last three years Agriterra supported this federation in expanding its membership base resulting in the coverage of the whole district. All member SFACL have their own credit and saving system and when joining the federation they get also access to credit facilities of the Small Farmers Development Bank in ownership of all SFACL of Nepal. Hence acces to credit is (to some level) fulfilled.</p>
<p>Agriterra's cooperation focuses more and more on strengthening the Federation in providing good quality services for members to improve the agricultural sector and do this is a financially sustainable way. The approach is to strengthen the capacity of the so called Lead Farmer: innovating farmers that are open to do new things and dare to take some risks. By training this top layer of farmers and supporting them in playing a model role and coaching role to others it is expected that more farmers will follow the good examples and will improve their entrepreneurship by better productivity/ better quality and better marketing. Activities will focus on three topics: <br>- record keeping and bench marking at the farm level <br>- improved soil management techniques and <br>- improved collective marketing/ better access to markets. </p>
<p>Dhading was heavily affected by the earth quake (april 2015) . The financial situation of the federation is not so healthy right now as they waived the interest on loans of the member coops resulting in a direct and long term loss. Hence the federation would like to become financialy healthy again and has already taken some measures to overcome the problem caused by an emotionally driven decision. Agriterra will further support the federation in improving its financial management and financial sustainability (see special services.)</p> <p>1. Improved Financial management : enhance own income; cover overhead 100% by itself<br>2. Sustainable farmer led service provision focusing on better production and entrepreneurship<br>3. Improved access to quality seeds</p> <p>The activity plan for 2016 focuses on three main objectives:<br>1. Improved Financial management : enhance own income; cover overhead 100% by itself<br>2. Sustainable farmer led service provision focusing on better production and entrepreneurship<br>3. Improved access to quality seeds </p>
<p>Proposed activities are:<br>AD 1. At the federation level: <br>Financial management training and coaching<br>Strategic and operational plan of SFACFL<br>Strategy in place working towards 100% own overhead cost funding</p>
<p>Ad 2.<br>At the primary cooperatives level (10 SFACL are targeted with this programme): <br>- Role out of recordkeeping at the individual farmers level<br>- Benchmarking training for lead farmers and field staff<br>- Enhancing collective marketing strategies and Improved collective marketing by cooperatives<br>- Improved soil management knowledge: soil testing and soil improvement techniques </p>
<p>Ad 3. <br>Make a business plan for local seed production for maize rice etc.<br>- implement the BP<br>-200 farmers are engaged in seed production and at least 1000 farmers have access to quality seeds<br>The activities were identified during the workshop: sustainable farmer led services. The services are provided by the federation but lead farmesr and technicians of primary coopertiaves are the key change agents in the field. Services are provided on a cost sharing bases: partly subsidised partly paid for by the primary coopertiaves and/or the federation</p>
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Expanding financial inclusion to farmers and farmer groups Lyamujungu Cooperative Financial Services Limited (LCFSL) started in 1984 with the goal to provide a cheap source of funds to members to date the challenges for this Sacco are,
1. to maintain their leading role and maintain and extend their high service level to the clients.
2. develope and offer tailored products and services to its members.
3. train the board in good governance practices and assist both management and Board in strategic planning.
This is what this project will seek to address. 1. The Sacco of design products that favour farmer's economic cycles and regimes.
2. Have a well functioning board clear structures (Committees) with clear roles and responsibilities .
3. Develop and encourage Strategic planning. 2018 Goal- Improve Credit management Improved repayment Rate above 90% and PAR below 10% Lyamujungu wants to expand its outreach to more farmers in the area by making it easy to acess financing adopting products to suit farming cycles to increase household incomes.
The
main project objectives are
1) Extent financial access and inclusion to more farmers with tailored products to suit their farming and economic cycles.
2) Improve governance and Board performance to serve members in a more professional and strategic way.
3) Improve the strategic planning process of the Sacco.
The Measurable indicators
would be
1) Increase in the number farmers accessing agricultural financing. (Both new and existing)
2) Annual operational/work plans and budget linked to their Strategic plans.
3) Change in Farmers' savings accounts.
4) a Functioning Board with Quarterly review Minutes and monitoring reports.
In Conclusion the Sacco
in the end should be able to analyse their financial performance with
clearer and measurable both financial and non financial indicators of
performance have a balanced capital structure in line with the overall vision.
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Towards vibrant business oriented cooperative union Meles FCU is the only regional Honey union founded in 2013 in the Tigray National Regional State. It emerged as an apex for honey cooperatives to benefit members from joint processing of honey and bargain market collectively. The union is endowed with an immense potential of white red and yellow honey. There is enormous potential for the Union in the domestic market and for the Union to become a trusted supplier to existing exporters/processors/consumers of Ethiopian honey. Meles face several issues to perform well and become a vibrant commercial cooperative. Starting from the organizations makeup the union is compromised in number and quality of required manpower for the union to function well this for instance is evidenced by the union’s inability to produce proper internal financial accounts making it vague to get insight of the financial status of the union. There is high turnover of managers and the union lacks a proper HR manual with poor incentives to retain managers. Operational manuals such as quality assurance financial and other internal guidelines are needed for the union proper functioning.
Meles has 18 member cooperatives only 6 are intermittently engaged in transaction with the union. During a discussion held with processor/exporter the main challenge is finding reliable bulk supply this can only be fulfilled by the cooperatives at the lower level of the value chain as suppliers. To become reliable supplier Meles needs to become a diligent union which must engage majority of its members to supply honey both in quantity and quality. This needs developing a model for sourcing from individual members and cooperatives. In the supply chain there are challenges which should be addressed in this action plan related with provision of food grade containers side selling and adulteration. There is also massive untapped potential in the supply of foundation wax and provision of colony to member cooperatives that Meles can foresee in a very short period of time with minimal budget related new initiatives are also embed in the action plan under value addition.
Meles is also highly compromised when commercialization is considered. The union has a passive approach to the market and buyers. The union’s sales effort is limited to a sales shop that is located outside small town called Agual which is hardly visible. As there is supply issues some buyers try to approach Meles on their own initiatives. Meles having a good quality organic certified honey should have done more to become a proactive commercial union. This action plan will make sure that the union will find its suitable market segment and become more vibrant commercial cooperative by actively engaging in different marketing and sales activities. Increase Active members to 60%
Increase sales of honey by 40%
Two B2B market linkages secured
Open 2 new sales outlets
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East Africa - Financial management of cooperatives and farmers' organisations Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. The year 2015 has been baptised the year of financial management. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in East-Africa.
As part of its strategy for 2016 through 2019 Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months.
The underlying project comprises the following services:(1) implementation of the Basic Financial Management training (2) expansion to the new appointed program countries Zambia Rwanda Burundi Congo DR (3) recruitment and training of new trainers + Agriterra staff involved (4) refreshment meetings for trainers and (5) design and production of an advanced strategic and financial management workshop for managers and directors of organizations that have already participated in the Basic Financial Management Workshop. To enhance comprehension of financial management by board of directors senior management and members of cooperatives and farmer organisations.
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Farmers-Focused Transformation Tanzania In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”.
In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector.
As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity.
Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate.
At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer
Organisations via quantifiable KPIs that require systematic tracking and reporting.
The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are:
• Goal 1: Support one million farmers through 320 farmers’ organisations.
• Goal 2: 50 million euro mobilised because of lobby and advocacy proposals.
• Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions.
• Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets
and Agri services.
• Goal 5: 10,000 direct jobs supported.
• Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female
leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations' and Cooperatives
Member farmers
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Building the capacity of cooperative unions on mechanisation activities and digitalizing the accounting practices-Phase II GIZ Ethiopia has a project named Agricultural Mechanisation and Technology for Smallholder Productivity (AMTP). The objective of this project is to support smallholders to use a high-quality mechanisation services and technologies and thereby raise their productivity and income levels. In 2019 October month Agriterra has got a paid assignment from GIZ and Agriterra has been worked under a six-month agreement ( Oct 2019 to end of March 2020) the objective was to create a basis for the professionalisation of mechanisation activities of three Ethiopian Farmers’ Cooperative Unions in the Amhara region namely Damot Admass Injibara and Merkeb. The following activities have been done:Assessments have been conducted at 3 Unions and selected primary cooperatives with a focus on the mechanisation business case; mainly to identify the gaps and prepare an action plan to professionalize the Unions and primary cooperatives related to mechanisation.Stakeholder awareness creation sessions have been organized at three Unions separately. The objective of these sessions was to align all stakeholders on the mechanisation activities of the Union and to get support on the implementation.Advisory services and coaching support have been provided to the three Unions to make them ready for the current ploughing season and to improve their service delivery to their member farmers. In general Agriterra has tried a lot to support these Union to organize and operate their mechanisation activities efficiently and profitably serve the smallholders in the best way possible and expanding their mechanisation activities in the long run.The three Amhara region Unions still lack the basic knowledge to manage their agri mechanization services. They are developing their skills and knowledge to run the tractors efficiently. The basic facilities for maintenance and repair are not yet established. Thus these Unions still require advice and support to develop their services. In addition rendering mechanization services is a business with its own organization own business model with costs and income profit or loss. Thus the Union should put in place the right computerized accounting system for registering the costs related to mechanization. Agriterra has good experience in helping Unions to digitalize their financial management system and to support the Union in developing different cost centers for different cost items and see the profitability of different business units like the mechanization.Besides the Unions in Amhara GIZ is also working with Sekomendo and Oda Roba Unions in the Oromia region. These Unions are also working on agri mechanisation. There is a need from the Unions to also support them on developing their mechanization services. Agriterra will continue supporting the three Amhara region Union and start with the 2 Oromia region Unions. Thus both parties agreed to collaboratively work on phase II project. This project will end by August 31 2021. The goal of the project is to create a basis for the professionalization of the mechanization activities of the five Unions. More specifically for the 3 Unions in Amhara region follow-up and advisory support will be provided for the Unions in the Oromia region an assessment will be done on Union and primary cooperative level to identify the gaps. This activity will be followed by an awareness creation session to align all relevant stakeholders and to share the identified gaps. The next step is to start with improving the planning between the Unions and their primary cooperatives through training on business planning. Furthermore support to smallholders (e.g. PCs model farmers) will be provided to keep records and later data analysis will be made to reveal the productivity and profitability implications of mechanization technologies. The scope of the project will be the 3 Unions in Amhara: Merkeb Damot and Admas Injibara and their selected primary cooperatives. As well as the 3 unions in the Oromia region: Sekomendo and Oda Roba and their selected primary cooperatives and Hetosa Union. The project plan has the following main elements:1. Follow-up on the 3 unions in the Amhara region(Damot Admas and Merkeb)Business planning supportSupporting in collecting data to validate assumptions and calculations used for the business plans.Supporting the Unions to engage the key stakeholders to improve the enabling environment for the development of the mechanization services.Provide mechanization services management trainingCoaching and supporting the union on SAGE 50 software implementation2. Data on the farmers levelSupport smallholders (e.g. PCs model farmers) to keep records.Analyze data to reveal the productivity and profitability implications of mechanization technologies.3. Supporting 2 unions in Oromia regions( sekomendo and Oda Roba)Assessment at 2 Unions + selected PCs.Organize multi-stakeholder awareness workshops.Business planning supportSage 50 accounting training and implementation4. SAGE 50 training and implementation to Hetosa Union5. Organizing evaluation workshopsTwo evaluation workshops will be organized; one for the Amhara region and one for the Oromia region.
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Improve milk quality to grade A by reducing the bacteria count through improved milk handling and hygiene Magoye Smallholder Dairy Farmers Cooperative has a membership ranging around 750 dairy farmers who supply milk to the cooperative.However in the rain season the cooperative sometimes experiences milk quality issues ranging from low grading by the off taker to high amount of rejected milk at receiving and supply to the off taker.
It is for this reason that in the year 2019 with support from Agriterra the cooperative will focus on improving the quality of milk to maintain grade A by reducing the bacterial count through improving milk handling and hygiene.
This will be done through the provision of effective and efficient extension services. To increase levels of milk quality by reducing level of rejected milk to maintain a grade A standard.
To provide effective extension services to its members through follow up and coaching The project will focus on the following: - Support to extension through shared costs to meet the salary of the extension officer.Agriterra will contribute 50% while the cooperative will also contribute 50%. - Agriterra will provide coaching of the book keeper to ensure implementation of good accounting practices - Agriterra will conduct an HR training - Agriterra will support the review and development of the extension strategy - Agriterra will support the training of milk handlers in milk quality handling and hygieneIn 2020 Agriterra will provide support in:1.Cooperative Governance Training2.Financial Management Training3.Financial Audit4.Financial Literacy5.Milk quality follow up6.Conflict resolution7.Salary for extension officer
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Strong internal organisation will result in growth of cocoa Amanah Cooperative situated in Wonomulyo Polewali Mandar District West Sulawesi was established in 2006 by 27 people of whom mostly farmers as a pre-cooperative. On 12 February 2007 Amanah was officially registered as a multi-business secondary cooperative. The cooperative collects cocoa out of 7 regions around Polman district and the plan is to expand to 9 regions in 2015. The members of Amanah are 7 primary cooperatives consisting of farmer groups. The number of farmer groups has grown from 11 in 2007 to 84 farmer groups in the beginning of 2015. Initially the goal of Amanah is to secure the collection of cocoa by the primary cooperatives and offering services to the farmers as saving credit training and communal purchasing of goods. In this process the cooperative is supported by Veco International who funds technical support of local NGO and founder of Amanah Wasiat. In March 2014 the buyer Armajaro indicated no longer to buy the cocoa of the farmer groups. After negotiations with PT Mars Symbioscience Indonesia corporation and collection of internal cash a marketing department was established by Amanah and purchasing and marketing of the cocoa was carried out by the cooperative. After a company assessment in February 2015 Agriterra decided to support Amanah mainly in internal organisation to strengthen the organisation. As one of the recommendations of Agriterra the cooperative will split up during the first months of 2016. One cooperative will focus on buying and marketing of cocoa and the other cooperative will focus on Saving Loan and production of organic fertilizer. After the GAM meeting beginning of 2016 the two secondary cooperatives will be operational. Then also a new action plan will be drafted when there is better overview of demand of capacity building for the new organization. 1) Newly cooperative established with good bylaws and opening balance sheet2) Board and staff better understanding in financial management Focus during the coming half year of 2016 will be on the split up of the two organisations. Not only will we assist with developing of opening balance sheet but also advice on the bylaws. Ongoing focus will be on the bookkeeping. It is assumed that Amanah will get two employees trained in Zahir and we will provide the cooperative with an audit as well as training in procedures for the financial department. Beginning of this year the cooperative will also attend the financial management training which is prolonged to this year.
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Realigning internal processes to achieve business efficiency in Bushika ACE Bushika Integrated Area Cooperative Enterprise (BIACE) is a member owned Cooperative which started in May 2010 with 10 Primary Cooperatives (PCs). Currently consisting of 16 primary cooperatives the major enterprise is coffee.BIACE is located on the hills of Mt. Elgon area prone to landslides as a result soil and water management mechanisms for farmers is paramount. BIACE also benefited from a conditional loan of 970M that has recruited 7 staff members and is in the process of installing a coffee hulling machine in BIACE this has created a capacity gap that needs to be bridged for effective utilization of resources. Therefore orientation support to the new staff and follow up to the 2019 AP in terms of strategy resource mobilization and marketing is key. 1. Increased internally generated resources 2. Improved Soil and water management to reduce erosion 3.Improved brand visibility and marketing 4.Clear oriented human resource5.Increased production from youth and women. Bushika ACE desires to strengthen the internal processes to define long term goals. The need developing a strategic plan boost internal resource mobilization orientate the new staff develop a plan to manage water and soil in the hilly areas of Mt. Elgon. The weak primary cooperatives need to be strengthened in order to expand production and improve on quality of the coffee. Member participation and basic book keeping and accounting needs to be emphasized in the PCs.To strengthen Bushika ACE a strategic plan will be developed training of primary cooperatives will be conducted in governance and accounting/record keeping. Participate in networking and marketing activities like agricultural shows this will improve on their branding.The activities will be conducted through agripool mission consultants and member participation in events. The resultant outcome will be;a) Clear strategic directionb)Staff orientation with clear roles and targetsc) Understanding soil and water managementd) Increase in internally generated resources
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Nuffic OKP: Diploma en gestión empresarial y financiera para gerentes staff directivos y líderes de cooperativas Agrarias ACOPAGRO is a cooperative producer of coca beans located in the San Martín region in the north-eastern jungle of Peru; It has more than 1800 members to date and has a history of more than 20 years in the market being the leading cooperative in Peru producing cocoa beans. ACOPAGRO members are small farmers with a land ownership of between 2 to 3 Hás. ACOPAGRO has been playing an important role both regionally and nationally since it is the cooperative that brings together the majority of members in this crop and has led the main advances in the processing of cocoa beans although it has not yet made the move to industrialization its production and export is limited to dry grain to be processed abroad. It has a staff of professionals and technicians mainly from the area who have collaborated in the growth of the organization during this period; however it is necessary to continue strengthening and expanding the capacities of the staff and their leaders / managers who run this organization on different issues in the process of professionalization for better decision-making at all levels both business and institutionally. Additionally the organization is experiencing technical problems in the field that are reducing its business commercial and financial performance this refers to pests in the area (such as the corn worm and witch's broom) as well as the low yields of cocoa by Há (1000 kg / ha when the optimum is 3000 Kg / ha) related to not having an effective extended technological package that includes limiting the presence of cadmium in production. This situation has meant for the cooperative a loss of production of around 30% during the years 2018 and 2019 with the consequent loss of contracts with foreign clients and reduction of the income of the producers. ACOPAGRO currently offers its members the following services: - Technological advice in the field. - Advance of pre-harvest credits. - Installation of fermentation areas in various sectors. - Installation of drying area. - Purchase of production. - Centralized drying services - Storage - CommercializationThree cooperatives of farmers who also produce cocoa beans from the same region and that face similar challenges are also invited to this training with 6 participants each (3 staff and 3 leaders/ directors) it means that the total number of participants is 24 (50% staff and 50% directors/ leaders). The invited cooperatives are: ALLIMA CACAO (from Chazuta-San Martín 373 members) CECAT (from Tocache- San Martín 615 members) MONTE AZUL (from Tarapoto- San Martín 278 members).To execute this programme Agriterra has set up an alliance with the renowned Peruvian Business University ESAN will be part of the consortium and their local teachers will deliver the majority of the trainings. The partnership with ESAN has a big advantage because each participant will receive an official and legally recognized diploma which will be an amazing accomplishment for the participants of this TMT especially for the elected directors and future leaders who are farmers. The proposed training aims to provide comprehensive training that guarantees the understanding of the basic aspects of the business management of a cooperative aimed not only at its staff but also at the directors and leaders (who will ultimately remain in the organization indefinitely) and who can give sustainability to the application of the technological package; all this promoting the participation/ inclusion of youth and women in decision-making.The program includes the elaboration of a technological research and implementation plan to solve the problems of each organization which will be evaluated by experts at the end of the program. Throughout the Program the development of a technological innovation project in the field is included and the best performing participants will be awarded by Agriterra with a study tour to the Netherlands to visit advanced cooperatives and companies that provide technological innovation. The total contribution from the cooperatives in this Project is 12 500 euros. ( check enclosed budget)The program constitutes the following:• 4 modules of three days each 8 hours per day being 24 hours per module. Total 96 effective hours.• In total 4 cooperatives benefiting from the program. 3 cooperatives of small cocoa producers in the region (Allima Cacao Monte Azul and CECAT) with the participation of 6 members (3 staff and 3 leaders-managers) are invited to spread this knowledge.The Program Courses are:For Staff:Module 1: Introduction to financial management and governance (with a focus on gender and inclusion) of cooperatives: 24 hours taught by an expert from Agriterra with a Master's degreeModule 2 - Financial management for directors-leaders / technical staff: 24 hours taught by ESAN teachers with a Master's degree- Financial and strategic planning: 8 hours- Costs and Budgets: 8 hours- Management Indicators: 4 hours- Tutorial Development of a Team Project - Phase 1 (new business ideas / design thinking design thinking): 4 hoursModule 3 - Management for directors-leaders / technical staff: 24 hours taught by ESAN teachers with a Master's degree- New Agricultural Technologies: 8 hours - Taught by experts from Agriterra with a Master's degree- Management and Process Optimization: 8 hours- Ethics and Labor Regulatory Framework: 4 hours- Tutorial Development of a Technological Innovation Project in a team- Phase 2: 4 hours.Module 4 - Management skills for directors-leaders / technical staff and managers / future leaders: 24 hours taught by ESAN teachers with a Master's degree- Transformational Leadership and Effective Communication: 8 hours- Adaptation to Change: 8 hours- Completion and presentation of technological innovation projects developed in teams - Phase 3: 8 hours.For Directors and future leaders:Module 1: Introduction to financial management and governance (with a focus on gender and inclusion) of cooperatives: 24 hours taught by an expert from Agriterra with a Master's degreeModule 2 - Financial management for executives / future leaders: 24 hours taught by ESAN teachers- Costs and Budgets applied to the crop: 8 hours- Family finances: 8 hours- Management Indicators: 4 hours- Tutorial Development of a Team Project - Phase 1 (new business ideas / design thinking): 4 hoursModule 3 - Management for executives / future leaders: 24 hours taught by ESAN teachers- New Agricultural Technologies: 8 hours - Taught by experts from Agriterra with a Master's degree- Fundamentals of Business Management: 8 hours- Formalization and Legal Framework of Cooperatives: 4 hours- Tutorial Development of a Technological Innovation Project in a team - Phase 2: 4 hoursModule 4 - Management skills for managers / technical staff and managers / future leaders: 24 hours taught by ESAN teachers- Transformational Leadership and Effective Communication: 8 hours- Adaptation to Change: 8 hours- Completion and presentation of technological innovation projects developed inteams - Phase 3: 8 hours
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Building fundaments towards Licensing by SASRA (2) Lelan Sacco was founded in 2010 as a self-help group in response to the establishment of a 10 000 liter capacity milk cooling plant in West Pokot owned by Lelan Diaries and has currently enrolled approximately 1 500 active dairy farmers as shareholders within the locality who also utilize the banking services offered. The Sacco also serves approximately 5 000 non-members who access its various services especially receiving the milk payments. The society is closely associated with Lelan Diaries but maintains their autonomy with each institution having a separate board of directors. The core strategy of Lelan SACCO in 2019 is to increase share capital from 4.2M to 6.5M grow membership from 2000 to 3000 reduce defaulted loan (PF) from 14M to 10M increase loan book from 40M to 50M and increase profitability from 6.5M to7.5M (+15%) which are further steps towards regulation by SASRA Conduct member sensitization meetings Follow-up of staff training Further rollout of ICT Software connection at the branches Board training on risk management delinquency and performance management of the SACCO Develop marketing materials Develop monthly cashflow projections and maintain quarterly dashboard Implimentaion of risk management framework by intern Continuous implementation of marketing plan 2017 Exchange visit for BOD and management to Kenya Highland SACCO
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Laying Foundation for Tea Processing Fintea Growers Cooperative Union Ltd was formed in 2012. FINTEA Cooperative Union Members are the 5 Primary tea cooperatives (Chepcheb Outgrowers Cooperative Society Chesetekaa Outgrowers Cooperative Society Kapkap Outgrowers Cooperative Society Ainamoi Tea Produce and Multipurpose Cooperative Society and Kokchaik Cooperative Society) where 16 996 individual tea farmers ARE associated and out of them 8 150 (almost 50%) are active members. The union buys and markets green leaf tea to processors. Currently James Finlays Evergreen and Kaisugu Tea ltd. Fintea union is playing vital role for the Fairtrade certification with the Finlays. In 2020 FINTEA focuses on growing its tea sales from the average value of Ksh 500 000 per month to Ksh2M per month. Efforts on development of marketing plans and branding will be vital. Additionally FINTEA seeks to venture into tea processing in the next 2 years. It therefore plans to ndertake a business plan for processing. These developments and interventions form basis for FINTEA and Agriterra partnership. FINTEA focuses on growing its tea sales from the average value of Ksh 500 000 per month to Ksh2M per month. Efforts on development of marketing plans and branding will be undertaken. Additionally FINTEA seeks to venture into tea processing in the next 2 years Develop a Marketing Plan for sales of packaged amp; branded tea and undertake its implimentation.Undertake an exchange visit to Mombasa tea AuctionParticipate in Africa tea convention amp; exhibition in KampalaDevelop a Business Plan for Tea ProcessingImplimentation of Strategic PlanDevelop marketing materials
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Strengthening Direct Market access for pasteurized milk In 2018 Tulaga invested heavily in a milk processing factory with a target of pasteurizing and selling the milk to traders. This enabled the cooperative to secure a good number of loyal customer who initially would purchase raw milk from the cooperative and take elsewhere for processing at a charge.Through this approach the cooperative increased their volume of processed milk to about 80% of the intake which was above their target for the year of 50%. Following this success Tulaga now intends to establish a dire market link for the pasteurized milk to be able to sell directly to retailers. The target market for this initiative is the milk dispensers located in major towns such as Nairobi Naivasha and their outskirts. Tulaga will therefore focus on establishing a Sales and Marketing department to ensure that they are able to sell the milk directly to retailers. This will target to raise the selling price of milk from the current KES 35 to average of KES 40.The Society targets to sell atleast 50% of the pasteurized milk directly to retailers. The goal of Tulaga after successfully implementing this project is to increase the milk intake prices for the members as well as stabilize the fluctuations in prices. In 2018 Tulaga increased the sale of pasteurized milk to traders from 3000liters/day to over 8000liters/day. However the milk prices per liter of milk sold did not change since the traders only paid for the pastuerizing cost. This project therefore seeks to ensure that the cooperative rips benefit from their investment through increased milk prices. This can only be achieved by targeting direct sales to the retailers for their milk. Therefore Tulaga seeks to establish a direct market channel to the retailers in urban and periurban areas in Nairobi and Naivasha. The following activities have been identified to ensure this:1. Development of a Marketing plan2. Establishing a sales and marketing department to push this front with clear targets3. Training of staff members on customer care4. Development of board charter 5. Youth involvement6. Implementation of the milk quality SOPsThe target is to increase the direct sale of milk from the current 1000 to 8000 liters/day.This target will be reviewed quarterly.In addition to this the project also plans a re-engineering process mission to review the organization in totality and assess the areas whose efficiency can be increased. In the end Tulaga intends to increase the milk intake prices for the members as well as stabilize the fluctuations in prices.
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Strengthen board members and improvement of grean tea leaf value chain analysis MKONGE TEA AMCOS is a cooperative of Green Tea Leave producers with a total of 652 Members. The total area under green tea leave cultivation is 344 ha. The current business case consists of:-Green tea leave production and sales to Unilever and MUFINDI TEA COMPANY LTD-Transportation of green tea leaves to processing plant The BHAG of MKONGE TEA MACOS is to move up the value chain to include green tea leave processing and sales on the internal and international market MKONGE TEA AMCOS goals is to help farmers to have income from their business. To support the farmer to get income they must operate within the Value Chain from Farm to Plant to Harvest to Process In 2020 according to the MKONGEA TEA action plan the collaboration will start with a Member commitment workshop strengthening of the organization through financial management and governance training Feasibility study on Tea Production amp; collection of Green Tea leaf at MKONGE Tea Block farm amp; LUHUNGA Ward and Strategic Plan for 5 years.
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Towards increasing membership and becoming a financially sustainable organization <p>The Ethiopian Poultry Producers and Processors Association (EPPPA) is a membership-based association established in 2010 initially by 10 volunteer poultry producers in Bishoftu town. Currently its memberbase increased to 45 Ethiopian poultry farmers ranging from small to big enterprises. EPPPA is a beginning association lacking a good service portfolio and institutional capacity to serve the Ethiopian Poultry sub-sector in general and its members in particular. Though the importance of the association is acknowledged by its members non-members board government and other stakeholders EPPPA needs advisory and financial supports to fully grow in order to perform its roles and professionally represent the poultry producers and other related sector actors in Ethiopia. In order to professionalize EPPPA Agriterra in partnership with Agribusiness Support Facility (ABSF) in 2014 developed a funded Action Plan towards strengthening and establishing the management function of the association through subsidizing management staff setting up a governance structure technical backstopping to help the association analyze and understand the poultry sub-sector development of 3 year strategic plan and various trainings and exchange visits. EPPPA also in 2015 worked with Agriterra during which its significantly increased its lobby activities and changed the organization from focussing only on poultry producers to both producers and processors. The 2016 Action Plan will mainly focus on 1) increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members 2) identifying new sustainable (paid) services to its members and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.</p> <p>The 2016 Action Plan will mainly focus on 1) increasing the membership base of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members 2) identifying new sustainable (paid) services to its members and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.</p> <p>of small-scale poultry producers through actively approaching these potential new members and through putting extra effort on organizing activities or lobby results that provide significant benefits to the members 2) identifying new sustainable (paid) services to its members and 3) sustaining the financial operations of the association through assistance in accessing various other funds and membership fees.</p>
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Cooperative transformation as part of a developing rice sector As Agriterra works closely together with the Ministry of Cooperatives in Indonesia discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province Agriterra were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment.
KSU Citra Kinaraya is a new incorporated rice producing cooperative. In 2017 their capacity is 15 ton per month. They realised that they need to change antisipating the growing business and get a higher commitment from their members. Citra Kinaraya needs to have a contemporary cooperative workshop to be able to set the right criteria of members strategic planning and business planning workshop. To transform KSU Citra Kinaraya from a small cooperative into medium cooperative that have more memebrs by professionalizing its management. Main focus for Agriterra support in the first year will be on financial management and the second year to increase the governance transparency and make them ready for access to finance. For 2020 KSU Citra Kinaraya has HR Manual and Governance Manual to prepare themselves in incorporating a rice factory subsidiary. Agriterra will conduct Contemporary Cooperative Workshop on 26-28 December 2017 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators while KSU Citra Kinaraya will cover the cost of the participants including venue and meals during the workshops.The next training is Financial Management Training that we plan to do in Feb 2018. We expect by participating in this training KSU Citra Kinaraya is willing to recruit professional accountant and audited by public accountant.In 2019 Agriterra will assist KSU Citra Kinaraya in implementing the business plan to incorporate rice factory. Agriterra will contact several financiers and link them to finance the project.We plan to support Strategic Planning Workshop in July or September 2019 in order to help KSU Citra Kinaraya focusing their business and resources.In 2020 Agriterra will still assist KSU Citra Kinaraya in implementing the business plan to incorporate rice factory since it was not done yet in 2019. Agriterra will support to prepare draft of HR Manual and Governance Manual.
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OSC Model for Maize and Soy beans in Rwanda This project is funded by the Belgian Development Agency and it aims to establish and ensure operationalization of an Out-growers Service Organization which shall work with Soy and maize producers. The main activities to be implemented within 3 years include among others :-To increase the supply of good quality locally produced soy bean and maize for animal feed production- To build the production and post-harvest handling capacity of soy bean amp; maize smallholder producers- Supporting the farmers to access the right inputs (seed fertilizer) to satisfy the market demand. - Training and advice of maize and soy beans producers through the Farmer Field School (FFS) approach.- Aggregate the produced soy and maize and sell it to the animal feed companies (based on contracts signed before the production season) The goal of the project is to set up an out-grower service company which shall connect local maize and soy beans producer organisations to the supply chain of animal feed processors. Currently there is a huge challenge where processors face difficulties to find quality maize and soy beans in Rwanda and opt for importing these raw materials. The project shall aim to contribute to availability of quality maize and soy by setting up an out- grower service company through which organized small holder farmer will access inputs and additional services including farmer field schools etc.. . The general objective of this project is to create a cost-effective feed supply chain for profitability and sustainability of the pig and poultry value chain. Several factories have been set-up in Rwanda to process animal feed but they all lack sufficient availability of domestic quality maize and soya forcing them to import their raw materials. Import is expensive and susceptible to fluctuating commodity prices while the ecological footprint of these operations is enormous. The main problems on the domestic supply side of the Rwandan animal feed companies are:i. The poor quality (high aflatoxin levels) and limited availability of maize (energy source);ii. Lack of reliable domestic supply of soya (plant protein) or alternatives; andiii. The limited availability of alternative sources of calcium.Agriterra aims to mobilize leading farmer cooperatives in the maize and soya bean value chains to set-up an Out-growers Service Company (OSC) led by the farmer cooperatives. The OSC will offer input supply services to soya and maize cooperatives (seed fertilizer) provide training and advice through the Farmer Field School (FFS) approach aggregate the produced soya and maize and sell it to the animal feed companies.Agriterra will further professionalize the governance financial management member commitment and business operations of the selected cooperatives which show interest to establish the OSC as their collective enterprise. The OSC itself will receive specific support from Agriterra to function as an effective farmer-led business based on the principles of economies of scale. The cooperatives will have a vote in the General Assembly and a seat on the board of directors of the OSC to ensure the organisation constantly puts the interest of the smallholder farmers first.The 3 years project will be implemented in Rwanda starting with Ngoma district and further expand to Bugesera and Gisagara districts.
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KUD Bayan transformation as part of developing rice sector in Central Java Province As Agriterra works closely together with the Ministry of Cooperatives in Indonesia discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province we were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment. To transform KUD Pringgodani as par excellent example of fake/bogus cooperative that do not serve paddy farmers into an agricultural cooperative with rice producer as main business. Agriterra will conduct Contemporary Cooperative Workshop on 20-21 January 2018 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators while KUD Bayan will cover the cost of the participants including venue and meals during the workshops.
Agriterra will assist KUD Bayan to draft a modern rice factory business plan. Together with KUD Pringgodani KSU Citra Kinaraya and PusKUD Jawa Tengah.
In 2019 Agriterra will assist KUD Bayan to implement the business plan by doing road show to offer the investment opportunity in rice factory to members and executing the business plan.
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Liderando el Mercado Orgánico de Palmitos en el Mundo Apropal has achieved organic palm heart certification for a first group of partners (54 approx) a process that began in 2017 and is now completed with the possibility of selling 11 containers as an organic product with a price between 20 and 30 % more on the conventional. Apropal's strategy is to differentiate itself in a market dominated by Ecuador which produces only conventional hearts with very low prices that makes Apropal uncompetitive and profitable in the face of competition. These low market prices could take Apropal from the market if it does not achieve a differentiation with a product with higher added value. The objective is to achieve progressive organic certification of at least 60% of the total production in a period of 3 years.
At the same time it is necessary to review the internal productive processes in the Plant and Warehouse in order to seek maximum efficiency and reduction of operating costs which would help the competitiveness of Apropal in the short and long term for this reason it has been considered a consultancy by an expert in these matters.
Likewise it is necessary to continue working on strengthening the knowledge and empowerment of managers and their importance in the decision making of the organization. The Agroindustrial Cooperative of Palmito Apropal Agriterra's client since 2013 has achieved organic certification for a first group of partners representing an approx. of 170 Hás those that produce an approximate of 11 containers per year out of a total of 40 conventional containers. It is expected to achieve a replication effect with more farmers who can achieve organic certification in a period no longer than 3 years. The expectation is that as they perceive the benefits of producing organic palm in terms of their individual income as well as that of the Organization this way of cultivating will spread throughout the Organization taking care of the environment and strategically differentiating from the environment. competition.
This Project aims to strengthen the path already advanced in productive-organic strategic and commercial issues as well as to continue emphasizing work in governance that is still a weakness within the Organization. SN
Tema
Acción
Resultados esperados
Período
Persona responsable
Participantes directos
Actividades del proyecto
Total
Mujeres
Jóvenes lt,35
Nivel Interv.
P.1
Financial management
Contratacíon de un contador interno
EEFF bi-mensuales
Julio- Dic
Gerencia
1
1 1
local
P.2
Production
Contratacíon de jefe de campo para servicio de asistencia teçnica de socios y en especial supervisión de 70 productores orgánicos (primer (60) y segundo grupo (10) en proceso de transición).
Acopio min. de 120 mil tallos mes. Seguimiento a 70 socios certificados como orgánicos.
Julio- Dic
Gerencia/ Comité Orgánico
1
0
0
local
P.3
Business
Asesoria Técnica para optimizar eficiencia en los procesos productivos en Planta y Almacén que conduzcan a reducción de costos.
Informe con los indicadores de gestión en los procesos productivos en Planta y en Almacén. El informe debe dar cuenta de la forma más optima de ejecutar cada proceso para reducción de costos. Se espera que la perdida a Dic 2018 se reduzca en un 70% de la registrada a Junio 2018.
Agosto- Dic
GG / Jefe de Planta/ Jefe Almacén
3
0
0
local
P.4
Business
Software para integrar almacen produccion y contabilidad. Diagnostico situacion actual y Elaboración de Software que articule el sistema contable actual con produccón y Almacén.
Agosto- Dic
GG y Contador
1
0
0
local
P.5
Production
Georeferenciacion de parcelas de productores organicos (60 parcelas) y del grupo en proceso de transición.
Mapa digital con información detallada del area ubicación-coordenadas producción de las 60 parcelas certificadas como orgánincas asi como del segundo grupo en proceso de certificación. ( georeferenciación del primer y segundo grupo orgánico)
Agosto- Dic
GG y Presidente
2
0
0
local
P.6
Governance
Apoyo logistico bajada de Bases
Apoyo en transporte alimentación y materiales para hacer Bajadas de Bases en todos los Comités de la Organización ( al menos 8)
Julio- Dic
GG/ Consejo Adm.
300
60
50
local
Subtotal
308
61
51
0
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Realizing the wheat flour mill investment and starting of haricot bean export marketing <p>Uta Wayo farmers’ cooperative union has enormous potential for wheat maize haricot bean and malt barley production. Among other crops there is high potential for wheat production since the union is located in a wheat belt. Therefore feasibility study for investing in a wheat flour mill factory has been conducted in 2014 with the support of Agriterra. The study showed that engaging into wheat processing business is feasible. In addition the union management and board members shared the experiences of Merkeb union wheat processing activity and they have better convinced about the profitability of this investment venture. As the study also confirmed there is high demand for wheat flour in the market. Therefore the union will fully launch the flour mill investment this year. The wheat mill equipment’s and machineries is already selected before three month ago and the shipment is already started hopefully the union will finalized the lunching of its factor up to the coming October. The union has been showing a rapid growth and development in the past years in its capital membership output marketing volume and fixed asset investment. The union capital in 2004 was 172 000 Birr but now it has a capital of 28 609 977 birr the union membership in 2004 was 7 534 small holder farmers but is now a days it has reached to 50 214 farmers. The union mainly purchases wheat maize malt barley and haricot beans. In 2015 the union has purchased 30 000 quintal maize 20 000 haricot beans 20 000 malt barley and 4700 wheat. Moreover this year the union has been investing a lot amount of money in fixed asset investment: for warehouse ( 60 000 quintal holding capacity) construction 7 million for wheat factor building 4.2 million birr for purchasing wheat flour factor 12 million birr paid and for seed cleaning machine purchasing and constructing a house for it 2 million birr.</p> <p>• ? Supporting the union to establishing the wheat flour milling factory<br>• ? Mobilize 8 million birr equity capital from members<br>• ? Professionalizing the union and PCs management practice<br>• ? Strengthening women PC BoD members’ leadership capacity <br>• ? Improving the farmer agronomic knowledge and increasing the farmers access to improved seed<br>• ? Starting expert marketing of haricot beans<br>• ? Output marketing of 60 000 quintal wheat 25 000 quintal haricot bean 40 000 malt barley and 40 000 maize</p> <p>In response to the 2014 and 2015 action plans the following accomplishment achieved: the union has improved its financial management practices by using Peachtree software started professionalizing the PC’s management and leadership by hiring PC managers have a five year strategic plan feasibility study has been conducted for investing in a wheat flour mill factory the union management and board members shared the experiences from best preforming union from Amhara region. In addition website develop for marketing and bradding purpose strategic plan review evaluation and adopting session between the union it’s PCs and key stakeholders has been organized and common understanding has been created between union and PC to work through a strategic plan. Furthermore financial management training has been provided for the unions leaders awareness created on internal capitalization and planned to collect 6 million birr GAP training with very much focused on full package particularly on proper Pesticide has been provided to member farmers and improving farmers agronomic practice started. In the 2016 AP the union would like launch its flour mill investment plan to get export licenses and start exporting haricot bean to international market professionalizing the PCs management and leadership practice will be continued. Moreover more effort will be exerted to promote and branding the union products strengthening women PC BoD members’ leadership capacity start departmental cost allocation methods and optimizing the wheat value chain by improving the farmers’ agronomic knowledge. More specifically the 2016 AP will focus on:<br>• ? Supporting the union to establishing the wheat flour milling factory<br>• ? Mobilize 8 million birr equity capital from members<br>• ? Professionalizing the union and PCs management practice<br>• ? Strengthening women PC BoD members’ leadership capacity <br>• ? Improving the farmer agronomic knowledge and increasing the farmers access to improved seed<br>• ? Starting expert marketing of haricot beans<br>• ? Output marketing of 60 000 quintal wheat 25 000 quintal haricot bean 40 000 malt barley and 40 000 maize</p>
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<p>Ethiopia Oromia regional state West Arsi Zone Shahsemene town<br></p>
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En Camino a la Certificación Orgánica <p>Por el difícil contexto del precio del palmito a nivel internacional en combinación con la nueva competencia local en 2016 Apropal ha podido mantenerse en su punto de equilibrio con una ligera utilidad operativa y una facturación prácticamente igual a la del 2015. Se espera que con la incursión en la producción orgánica planificada para iniciar el 2017 pueda ser una estratégica de diferenciación con un precio mucho más atractivo para los agricultores y que permita mantener a Apropal en la vanguardia de la producción y comercialización del palmito a nivel nacional/ internacional como hasta ahora lo ha sido. Se planifica lograr los siguientes resultados: </p>
<p>- EEFF bi-mensuales<br>- Manual de procedimientos y politicas financieros y administrativos elaborado y aprobado por consejo de administración<br>- Implementación del software contable<br>- Lograr la certificación organica hasta Dic 2017.<br>- Volumen de acopio 230.000 tallos mensual y rendimiento en planta 130 gr/tallo<br>- 15 lideres y 2 trabajadores capacitados<br>- 12 talleres para 311 socios en gestión y mercado<br>- Estudio para desarrollar servicios de crédito interno elaborado y difundido internamente</p> <p>En Camino a la Certificación Orgánica </p> <p>P.1 Financial management: Contratación de un contador interno<br>P.2 Financial management: Manual completo de procedimientos y políticas financieros y administrativos (incluyendo control interno)<br>P.3 Financial management: Seleccionar e implementar un nuevo software contable<br>P.4 Production: Evaluación de linea de base respecto a exigencias de la certificación orgánica preparación y auditoria<br>P.5 Production: Asesoría técnica en campo<br>P.6 Governance: Pasantía a otra cooperativa para conocer experiencias exitosas de sistemas de aportes derecho a servicios (habilidad del socio) crédito interno</p>
<p>P.7 Governance: Fortalecimiento de las bases sociales a través de capacitación motivación y transferencia de información (gestión y mercado)<br>P.8 Business: Estudio de factibilidad y plan financiero para desarrollar servicios de crédito interno</p>
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Vers une societe cooperative autonome et bancable au service des cafeiculteurs La societe cooperative KANOVERA des cafeiculteurs dans la zone NTAMBA a ete creacute;eacute;e par 156 membres en 2012 a cause de lourds peines pour les cafeiculteurs durant la campagne cafe qui devraient parcouris environ 25 km pour arriver a une SDL mais aussi victimes du vol sur la balance . la cooperative dispose actuellement deux SDL sur deux collines. En 2016 la cooperative a enregistre de bon resultat et en a profite pour ameliore les services aux membres. leffectif a passe du simple au double : de 156 a 336 membres. Lequipe dAgriterra en mission dAnalyse a realise que 180 membres nont pas encore paye leurs parts sociales mais vendent leur cafe cerise a la cooperative KANOVERA. Les autres conclusions de lequipe cest notamment le problemes de gestion financieres des realtions non solides avec les cafeiculteurs les clients et avec les services fianciers. Les activites proposees dans ce projet pourront ameliorer la gestion financiere la gouvernance et la reputation de la societe cooperatve KANOVERA. Augmenter les ventes dau moins 15% pour chaque cycle de cafe semblable et arriver a vendre 3-4 5 conteneurs de cafe. vert 1. Mise en place des outils de gestion (manuel de procedures planification et budgetisation annuelle plan strategique SMART plan daffaires)2. Mise en place dun systeme dinformation communication et informatisation des informations pertinentes administratives et financieres)3. Ameliorer la qualite du materiel de sechage4. Mise en place dun personnel financier qualifie et competent
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Farmers-Focused Transformation Philippines 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
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Strengthening JCCU in supply chain and market positioning of oranges The Junar Central Cooperative Union was established in 2008. It is a federation of the Sindhuli Junar District Union and the Ramechap Junar District Union and 43 primary cooperatives representing about 7626 individual farmers. JCCU has the mandate to advise and assist the district unions the primary cooperatives and its members. JCCU is maintaining the contacts with the district zonal and national government and third parties. Furthermore JCCU initiates organizes and monitors the investment they are doing on behalf of the members. JCCU plays a role in advocacy and service provision to members, and is positioning itself more and more as a business partner for the cooperative farmers. JCCU invested in a Junar processing plant where Junar is processed into juice thereby adding value to the produce of the farmers of the cooperatives. The uniqueness of the federation is believed to be the combination of a partially farmer owned business and fully farmer led federation.
Agriterra has done company assessment of JCCU on 10-15 Feb 2016. The company assessment team recommended that JCCU fulfill the criteria that Agriterra requires in order to start a client relationship with JCCU. As the result Agriterra started cooperation with JCCU of 5 months in 2016 as the starting up phase of a cooperation between JCCU and Agriterra. The cooperation focused on support in professionalizing JCCU.
JCCU has implemented most of the planned activities (except study tour done in January) and shows an active attitude towards follow up of action plans. Agriterra found JCCU as potetntial clients to continue the cooperation in 2017. Support JCCU in farmer led business of oranges JCCU has committed itself during a strategic planning workshop to address 3 strategic objectives in the coming 3 years: 1) establishing a modern Junar tree nursery 2) building the management and governance capacity of the primary cooperatives and 3) increasing the sourcing and marketing of Junar from the primary cooperatives.
The main focus in 2017 will be on ambition 2 and 3. In order to ensure a regular sourcing to the factory members must be committed and understand the added value of the cooperatives. Many members are unaware of cooperative principles, management and marketing. Record keeping at farm level in order to know the cost price but also to compare production levels and improve this. FACT will be introduced to few active leaders to improve the effectiveness of their lobby. FACT can be applied in preparing a good business plan to apply for funding for the high tech nursery. Financial management to be further improved by recruiting a stronger manager/accountant and follow up the action plan.
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Demonstration farms to Improve sunflower production and productivity Five district (women) farmers associations in Eastern province of Zambia are engaged into sunflower oil processing. In order to boost the production at the farmers level selected lead farmers in these five districts are selected to make a demonstration plot in which proper treatment of plants will be shown and record keeping will be practised. This is a joint investment of the organisations the lead farmers a seed company, a soil research institure and Agriterra. Agriterra will financially support the realisation of these trials through a small contribution for needed inputs. This will be paid from fundraising activities. Agriterra Zambia will manage the funds and ensure project contracts with the five clients. Goal: Establish 15 demonstration farms in 5 district with high potential in sunflower oil processing offering a good learning ground for farmer field schools and further farmer training.
Results and Outreach:
15 lead farmers and 5 extension officers trained in sunflower production
The trials will be used as demonstration sites for extension purposes so other farmers can learn from this practical and nearby experience. The lead farmers can directly involve their own and neighbouring farmer groups which means an estimated outreach of about 3 * 150 = 450 farmers in each district.
3000 unique farmers trained in sunflower production through a cascading approach by the lead farmers and extension officer.
The extension goes hand in hand with record keeping training as the lead farmers received recently a training on this. This will empower farmers and the associations to take well informed decisions regarding sunflower production and processing and can ultimately lead to a better position in the sunflower value chain. Chipata District Women’s Association (CDWA) Chadiza District Farmers Association (CDFA) Nyimba District Farmers Association (NDFA) Petauke District Farmers Association (PDFA) and Mambwe District Women’s Association (MDWA) represent nearly 10 000 small-scale farmers in Eastern Province Zambia. The main commodities that these small-scale farmers grow are maize sunflower groundnuts soy beans sweet potato and cotton. Agriterra focuses on capacity building of these farmer associations to improve their position in the sunflower value chain. The associations are engaged in collecting sunflower seeds from their members and processing the sunflower into cooking oil and sunflower cake (for cattle feed) which are marketed and sold in the region.
2.0 Increasing sunflower yields through seed trials
A value creator analysis performed by Agriterra showed that the small-scale farmers need high-quality sunflower seed and good farming practices to maximise their sunflower yields. The current sunflower yield of farmers (600-1300kg/ha) is below the potential yield of 2500kg/ha mainly due to poor farming practices and use of contaminated seed and recycled seed. The farmers need to invest more in their sunflower crop in terms of seeds and other inputs to improve the yields increase sunflower oil content and thus increase their income. For this to happen they need see the benefits of these investments through seed trials.
In collaboration with a Zambian seed company the farmer associations together with Agriterra developed a protocol for seed trials to test different types of seed at selected farmer plots of the 5 farmer associations. The seed trials will show in a very practical way and close to the farmers the differences that can occur while using primary high-quality seeds and the next generations. At the same time a comparison is made with good farming practices (in terms of soil quality planting time use of fertilizer other inputs) and extra investments in fertiliser will increase their yield and thus income for the coming season.
The objectives of the demonstration or seed trials are to:
Increase production through use of best agronomic practices,
Reduce post-harvest losses,
Realise a quality crop with more production and a higher percentage of oil,
Reduce misconceptions around crop management practices.
3.0 Funding needed for seed trials
The seed trials will be held at 15 farm locations being 3 model farmers to be selected per association. The trials will require a funding of €4 478 which will be used to procure the fertiliser herbicides lead farmer and extension officer trainings. Farmer field schools will be used during trainings to deliver knowledge and demonstrate good agronomic practices to farmers. Record keeping will be incorporated and practiced throughout the trails and trainings to ensure evidence based results.
Certified seeds and technical support will be provided by Zamseed. Labour and land will be provided by the associations.
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Scaling-up Cooperative Business on Organic Fertilizer PATANOM Agrarian Reform Cooperative is located in Barotac Viejo Iloilo Philippines. It was registered as a cooperative in 2013 and now has 1 038 members at present. Its main activity (profit) is savings and credit. Its main agribusiness is organic fertilizer production and agrivet shop. Other interests are trading of corn and rice.
PATANOM was recommended by the cooperative assessment mission for collaboration with Agriterra with the condition that its BHAG needs to be elaborated. The cooperative is recommended to:
- Formulate an all-encompassing BHAG (future proposition).- Develop strategic planning management system.- Speed up organic fertilizer production conversion of members to organic.- Improve members services (low hanging fruit).- Develop financial management tools (including software).
Key areas of support in 2018 are the following:
First 6 months:- Capacity building on strategic planning (towards BHAG)- Financial management
After 6 months:- Business financial planning of organic production plan- Support in institutional development - Support to develop sustainable services
The expected result of these activities is an elaborated BHAG supported by a strategic plan and an improved organic fertilizer production business and improved strategic financial management. To be the biggest manufacturer and supplier of a complete package of certified fully organic fertilizer and other farm inputs (such as BOKASHI foliar etc.) that is affordable and effective for farmers to be fully organic in the island of Panay. Strategic planning (towards BHAG)
Elaborated BHAG and strategic plan
Q2 2018
Strategic financial management
Improved financial management
Q1 2018
Business and financial planning of organic production
Business and financial plan
Q2 2018
Institutional development
Improved institution
Q3 2018
Develop module trained farmer technicians
module develop number o ffarmer technician trained
Q42018
Advice
Support to strategic planning
Elaborated BHAG and strategic plan
Q2 2018
Support to financial management
Improved financial management
Q1 2018
Support to business and financial planning of organic production
Business and financial plan
Q2 2018
Support to institutional development
Improved institution
Q3 2018
Event: Training
Financial Management training for the Officers and the members of the Board including the management
to understand financial statememnt and conduct analysis; reporting in a very understandable way; 1 ToT Training conducted
Q1 2018
Governance Training of BOD and Management
To know and understand their functions; establish new Supervisory board structure of the cooperative
Q3 2018
Sustainable services
Develop module train technicians and conduct actual extension services to members
Q3 2018
Event: Exchange visit
Visit Organic fertilizer processing plants of local agri-cooperatives
learn new production process initial consultation on the national Organic fertilizer Summit
4Q 2018
2019 Project Plans
Develop and strengthen sustainable services
Sustainable services are aligned to support the coop's core business
Q2 2019
Upgrade and expand of fertilizer plant capacity and facilities
Fertilizer production increased in efficiency and volume output
Q3 2019
Strengthen market presence in Iloilo establish market links with Fatima MPC
Clear and strong market position in Iloilo established linkages with Fatima MPC established
Q3 to Q4 2019
Youth Leadership Development
youth leadership council formed
Q2 2019
Business Review and Planning
Business performance analyzed and plans updated
Q1 and Q4
Advice
2019 Upgrade of fertilizer plant
fertilizer plant established
Q1
Business Planning for Agri Phil Fed
Business thrust defined and busness plan
Q3
Event: Training
2019 Agri Coop Marketing Training
Marketing strategy developed with operational plans
Q2
Agri Coop Sustainable Services Training (ACSST)
Sustainable services are aligned to support the coop's core business
Q3
FACT for Agri Coop - Follow through workshop
Local advocacy plans are updated
Q4
Agri Coop Governance Training - follow through
Governance workplans updated
Q4
2019 Event: Exchange visit
NL Exchange on Modern and Professionally Managed cooperative engaged in processing
Q2 2019
Q2
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Defining the strategic direction and enhancing a sustainable governance stucture Wakulima SACCO is the financial wing of Mukurweini Wakulima Dairy the mother Company. Over the last years the SACCO has been facing challenges in growth prospects as the organization has reached the maximum loan portfolio growth. This calls for a change in strategy focusing on expansion through technology. Wakulima SACCO will therefore be focusing on redefining growth strategy expanding its member-reach out without opening physical branches. In addition key focus will also be on updating the loan products to suit member-needs. Strengthening the governance will still remain a point of focus for the organization. The goal of the project is to consolidate gains develop a sustainable governance structure by separating the Board of the Sacco from that of the dairy. The second goal is to define the next growth opportunities for farmer financing. 1. Developing a new SP
2. Updating the Current Loan Portfolio developing new products based on member-needs
3. Strengthening the Governance Body: Separation of the Board from that of the SACCO
4. Aligning the SP BP and other Documents
5. Updating the policy documents
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Improving Organizational structure and supply chain of Niger seed and malt barley <p>Admas Farmers’ Cooperative Union was established May 2003 with initial capital of 153 000 ETB by 7 primary cooperatives and the numbers of farmer members were 1.7 thousand that covered 6 district of Guraghe zone. Currently the capital raise to 19.4 million ETB the number of primary cooperatives increased to 114 and the numbers of farmer members increased to more than 44 050 of which 8.6% are female members. The union have been working with Agriterra for 4 years and bring remarkable results such as raising 3.4 million ETB through internal capital to install a semi refinery Niger seed plant market linkage with brewery for 300 malt barley producers’ farmers adoption of improved seed and improving the value chain of Niger seed etc. The main challenges of the union are the human resource management and succession financial resources and supply side.</p> <p>1. Mobilize an additional 2 million ETB through internal capitalization<br>2. Optimizing supply chain with special focus on Niger seed and malt barley and market at least 2000 quintal malt barley and 14 000 quintal Niger seed<br>3. Optimized the HR of the union by having fulfilled the HR for factory hiring of deputy manager and professionalizing 15 coops managers<br>4. Developing bankable business plan to mobilized at least 5 million ETB for output marketing of Niger seed. <br>5. Getting the factory operational</p> <p>The 2016 action plan will focus on: <br>1. Mobilize an additional 2 million ETB through internal capitalization<br>2. Optimizing supply chain with special focus on Niger seed and malt barley and market at least 2000 quintal malt barley and 14 000 quintal Niger seed<br>3. Optimized the HR of the union by having fulfilled the HR for factory hiring of deputy manager and professionalizing 15 coops managers<br>4. Developing bankable business plan to mobilized at least 5 million ETB for output marketing of Niger seed. <br>5. Getting the factory operational</p>
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Strengthening primary cooperatives and improve market share of the union Chafe Buluk multipurpose farmersrsquo; cooperative union was found 315 km fromthe capital city Addis Ababa to the North West in Horo Gudur Wolega Zone. Theunion established in 2004 by 15 primary cooperatives that found in four districts(Amuru J/Jarte Horo and Ji/Ganat) with 13 667 members of which 793 of themwere women members and 12 874 were males. The PCs establishing the unionto solve their common socio economic problems. The agro-ecologies of the unionare highland mid attitude and lowland. The major corp grown are Maize wheat barley teff pea bean sesame and Niger seed. The union has started itsoperation with the initial capital of 165 000 ETB. Currently the numbers of primarycoops increasing to 74 PCs members with the total members 37 774(M=32 651 F=5123) with total capital of 16 835 280.09 ETB.The union providing different services for the members and non-members. Theyare providing marketing service for the members and link with potential buyersto improve the livelihood of the members supplying different consumers goodsand services. Supplying different agricultural inputs at reasonable price andquality. Supplying different agricultural technologies that can boost the productand productivity and creating awareness on technology adoption and utilization.Promoting the saving habit of the members and providing credit services.Conducting different research to improve the product and productivity of themembers. Boosting the output marketing to increase the income of the members and establishing the animal feed processing plant The 2020 AP focused on the following activity1. Boosting output marketing by 15% 2. Updated feasibility study for animal feed processing plant 3. Professionalizing the PCs operation and boosting output marketing 4. Training to newly hired mangers pcs board on cooperative business management 5. Digital accounting system implemented up to date and used to make business decisions. 6. Improving the governance system of the organization
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Business development - Ethiopia 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.
Agriterra developed a range of practical training products for cooperatives and agricultural organisations in developing countries.
Under this project trainings on business development are covered. Agriterra developed several products and trainings on this topic:
• Training of trainers My.COOP
• Marketing basics training
• Financial sustainable services
• Value Creator Professional farmer cooperatives and organisations bankable cooperatives who are resulting in profitability solvency and higher incomes for members. Professional farmer cooperatives and organisations bankable cooperatives who are resulting in profitability solvency and higher incomes for members.
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Professionalizing Kiwira-SACCOS preparing for growth in members Kiwira SACCOs Ltd is a saving and credit primary cooperative society registered in 2002. It is operating in Tukuyu district Mbeya Region South-east Tanzania. It’s main products are providing security for member’s deposits and savings issuing loans to members and money transfer. The SACCOs has more than 1000 individual members and over 100 corporate members (groups and associations). The membership to Kiwira SACCOs is not restricted to farmers only but majority of its members is either farming or professionally active in agricultural sector. The Tukuyu district is a very fertile area with reliable rainfall. Some important crops are tea bananas and Irish potatoes.
KIWIRA Sacco’s objectives: 1. professionalizing its administration and services to members2. Increase its membership base (to 5000 in 2018) increase their involvement (capital) and reach-out to more rural farming populations by opening branches in villages closer to the members.3. Increase internal capitalization and decrease dependency on external loans. 4.Diversifying its products for members a.o. proposing agricultural inputs loans to the farmer5. at term support farmer-members in professionalizing marketing of potato
As potato farmers are hardly organized Kiwira-saccos could at term be an entry point for Agriterra interacting with potato farmers and eventually strengthen their position in the potato value chain. - financial products adapted to needs farmers / members- reliable member database- computerized bookkeeping- decreased portfolio at risk (PAR-bad loans)- Board + management aware of Good financial management practices- Long term directions clear (strategic plan)- draft business plan designed After a scoping mid 2015 and a successful company assessment end 2015 Agriterra aims to collaborate with the Kiwira-Saccos for strengthening their position contributing to reach their objectives and provide services to more farmers in that high potential agric area .
main areas of collaboration in 2016:- Financial management- computerized bookkeeping- Loan appraisal and follow-up- Business strategic planning- Member commitment internal capitalization
2017: In 2017 more efforts will be put on forming special member committee for Irish potatos growers for assessing needs and design strengthening activities. Acquisation of new accounting software(Microfin) training on how to use and visit the Saccos use microfin software this is one the objective in 2017 and also carrying out activities to educate current members and promote the SACCOS with potential members involving women Youths. Agriterra will monitor progress strictly as in 2016 some crucial activities were not executed.
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Generating income through improved agribusiness services to members SFACFL Makwanpur provides services to its members with the main aim to improve the income of the farmers. Last years efforts focused on promotion of commercial farming. At the same time service provision and lobby/ advocacy by the federation should generate part of the income of the federation as well so cost sharing of activities is now the norm. The federation looks for earning models for itself. Cooperative marketing of agri products by the primary cooperatives is the next challenge. This pilot programme will focus on supporting nine active primary cooperatives in starting marketing practises. Profitable business model of marketing through the federation with an increased net profit of 25% in 2017 .The second objective is that the federation continues to improve its financial sustainability by generating internal funds and differentiate it outside funding from other sources. For internal resource generation input supply to its memebrs coudl be an interesting strategy to be actively explored as there are many opportunities. Like seed supply and compost supply. Expected outcome is at least one agreement or MoU singed. one Lobby and advocacy skills of the federation wil be further developed through NACCFL and will results in access to government and donor grant of estimated 100.000 Euro. Main objective is to work towards the financial sustainability of the federation by providing quality services to its members focussing on improved farm profitability and positioning the cooperatives actively in the agricultural value chain . This is done in various ways:1. Marketing support services to six member organisations in which the federation will support for marketing of high quality agri-products: Turmeric powder maize flour and honey. It fits very well with the government programme: one village one product OVOP. The federation will receive a margin on the sales and if this concept works it can be rolled-out in the future to other cooperatives.
2. Support member cooperatives for cooperative output marketing of potatoes in three member cooperatives. These three cooperatives have identified potato as the main commercial crop and are willing to improve the cooperative business by cooperative output marketing and value addition in the future. This year continues to lay a firm foundation at farmers level for commercial farming (record keeping and bench marking) resulting in higher production productivity and profitability and cooperative marketing concepts.
3. ENZA Seeds: The second year of cooperation between ENZA Zaden and DAF Makwanpur will be continued in this year too. This comprises technical assistance by ENZA to 45 seed producing farmers of three selected agriculture cooperatives (Gogane Bajrabarahi and Namtar) . Crops selected for the Seeds are chilli (akabare kursani) beans and broad leaved mustard.
4. Organisation development: - improve income through quality services focussing on agri business - develop earning models - improve governance and financial management - linking and networking with input suppliers (potential business deals with input suppliers) and,- access to training and research funds (NUFFIC ESFIM). Improved marketing services to its members Short project description for 2017
SFACL Makwanpur provides nonfinancial services to its members with the main aim to improve the income of the farmers that are member of the Agricultural Cooperatives. Main objective is to work towards the financial sustainability of the federation by providing quality services to its members focussing on improved farm profitability and positioning the cooperatives actively in the agricultural value chain . This is done in various ways:1. Marketing support services to six member organisations in which the federation will support for marketing of high quality agri-products: Turmeric powder maize flour and honey. It fits very well with the government programme: one village one product OVOP. The federation will receive a margin on the sales and if this concept works it can be rolled-out in the future to other cooperatives.
2. Support member cooperatives for cooperative output marketing of potatoes in three member cooperatives. These three cooperatives have identified potato as the main commercial crop and are willing to improve the cooperative business by cooperative output marketing and value addition in the future. This year continues to lay a firm foundation at farmers level for commercial farming (record keeping and bench marking) resulting in higher production productivity and profitability and cooperative marketing concepts.
3. ENZA Seeds: The second year of cooperation between ENZA Zaden and DAF Makwanpur will be continued in this year too. This comprises technical assistance by ENZA to 45 seed producing farmers of three selected agriculture cooperatives (Gogane Bajrabarahi and Namtar) . Crops selected for the Seeds are chilli (akabare kursani) beans and broad leaved mustard.
4. Organisation development: - improve income through quality services focussing on agri business - develop earning models - improve governance and financial management - linking and networking with input suppliers (potential business deals with input suppliers) and,- access to training and research funds (NUFFIC ESFIM).Ad 1. The federation has proven experience with marketing of agri-products through their own shop for the last two years (no external support) . This year a profit of about 15.000 Euro was realised. This positive development and an increasing market demand for farmer and coop products is promising. Six primary cooperatives with 90 active supplying farmers and roll out of Farmer field School to 120 farmers will join and benefit directly from this pilot programme. Added value of the federation is taking lead in marketing providing quality services related to production packaging processing etc. at the cooperative level and marketing and sales at federation level. A business and Marketing Development Officer will be recruited at DAF level to support DAF and primary coops in this project. Expected outcome is: profitable business model of marketing through the federation with an increased net profit of 25% in 2017. Primary coops successfully source quality products and fair margins are defined among various value chain actors.Ad 2. The potato focused cooperatives will improve the production and productivity and one pilot project (see 17bjra-6544) on output marketing will serve as a pilot. If successful this model can multiplied in other cooperatives as well. For both components recordkeeping training and farmer field schools or benchmarking trainings will be conducted at the field level. This will results in an expected 10% increase in productivity or profitability. Ad 3: further development of high quality seed lines : the high quality knowledge on seed multiplication on improved local seeds to a group of farmers. This will contribute to good quality local seeds available in the local market contributing to better production less dependency on other seeds and helps a source of income for the farmers.Ad 4: Main themes of Agriterra are addressed. Progress must be visible at the end of 2017 in terms of increased income from membership fees/contributions improved governance and financial management. Approved support from several other (funding) organisations likes ESFIM and expected one other agreement. Attribution to Agriterra 2020 goals:30% coverage of operation costs FOs: Aim is to increase this to 20% (base line 2016 = 44%)30% increase in paying member (increasing membership fee)755 unique farmers reached through business and extension services. In case deals are made with for example the compost enterprise this number can increaseYouth: DAF Makwanpur is interested to establish a youth council. This council will address the issues of the youth unemployment and act as a pressure group in the cooperative to provide support for the youth who really like to engage on agriculture aspects.
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Increasing income through increased milk production and yogurt sales through effective marketing and extension services Choma District Dairy Cooperative Union located in Choma district of southern province has 6 affiliate primary cooperatives where it draws its membership.The affiliate cooperatives act as delivery centres as they are located close to the farmers.However the union has not been able to bulk enough milk due to low production volumes as a result of poor extension services.It is for this reason that this project will focus on increasing milk production through the provision of sustainable extension services.The project will mainly cover extension support and organization capacity building for management board and cooperative members.The main trainings of focus will around cooperative governance financial management Artificial Insemination Services and record keeping at farmer level. Choma District Dairy Cooperative Union is a dairy cooperative located in the southern part of Zambia with 6 primary cooperatives namely:Choma dam Mutandalike Masopo Sibanyati Bwacha and hamony.The cooperative bulks milk for sale to the off taker while on the other hand process yogurt.
The yogurt is sold to the general public through their main outlet at the cooperative sells agents and milk store at Kalukungu market.
The main off takers of the milk are parmalat Varun and FINTA.
However in the recent past the cooperative has had challenges with low milk supplies and low yogurt sales. Increase milk qualityImplement value creatorImplement Market strategyRoll out record keepingHuman resource trainingMy Coop trainingFinancial Management TrainingFinancial LiteracyConflict ResolutionFinance Audit
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Maintaining the lead and securing the future sustainability of the Cassava Enterprise in the Region The Fatima MPC’s ambition over a period of 5 years is to expand its cassava production and saturate the market of San Miguel thereby making more profit for its members. It wants to increase its capacity to absorb produce by members by building more and bigger warehouses. It also wants to give loans to young enterprising farmers in the farmer associations to purchase a tractor which can work on the fields of other farmers as well so this will increase crop production and ease land preparation and harvesting and hence reduce production costs. A further future ambition for the cooperative is to establish its own processing plant and process its own food grade cassava starch. Besides serving the San Miguel market Fatima is also ambitions to diversify into other products like yam for Unilever’s Selecta ice cream and bioethanol for fuel. The more immediate BHAG is on the cassava production expansion to increase production volume by at least five times its current capacity. It needs support for preparing a business plan that aims at improving efficiency through mechanization. This can be financed through internal capitalization (members say they are willing to invest) as well as by taking a loan from Land Bank for example. The cooperative seeks to increase production capacity by 500% establish 1 processing plant and develop a new market for its processed products. Strategic Business Planning
New business model for mechanization/ financial products for its members and improved business relations with SMFI
Q1 2018
Installation of new finance-business system for the Agribusiness/Cassava Trade operations
Separate and improved separate bookkeeping computerized accounting system and database for the Agribusiness department
Q2 2018
Explore and develop areas for collaboration and partnership with other coop producer-suppliers of cassava to strengthen business position in the industry
Identified areas for collaboration and partnership with other Coop for business and cassava industry development
Q2 to Q4 2018
Advice
Conduct of sub-sector/ industry study/assessment for cassava
Sub-Sector Study/ Industry Assessment
Q3 2018
Conduct FS for cassava based processing plant/facility (starch)
Feasibility Study
Q4 2018
Monitoring and Business Advise
Business Advise on demand
Q1 to Q4 2018
Training
Financial management training
Board and Staff trained
Q1 2018
Supervisory Board Roles and Functions
Board and Staff trained/ SB /youth included in the org structure
Q4 2018
Value Creator Training
Board/ Mgt and Staff trained/ new business opportunities identified
Q2 2018
Exchange visit
Visit production and processing plant within Agriterra area of operation
Team exposed and informed on cassava production harvesting processing and marketing
Q3 2018
Project Activities
Strategic Business Review and Planning
Approved business plan (2019-2021) implemented
Q1 Q4 2019
Debugging and institutionalization of new finance/business system for the Agribusiness-Cassava Trade operations
Bookkeeping/ computerised accounting system and database for the Agribusiness department installed
Q1-Q2 2019
Explore and develop areas for collaboration and partnership with other coop producer-supplier of cassava to strengthen business position in the industry
Areas for collaboration and partnership with other Coop for business and cassava industry development established
Q2 to Q4 2019
Agri coop youth leadership training and development
Agri coop youth leadership and council strengthened
Q3 2019
Cassva starch market study
Market study
Q2 to Q3 2019
Cassva starch feasibility study and financial plan for cassava starch plant
Fesibility study and financial-investment plans
Q3 to Q4 2019
Advice
2019 Market Study
Market Study - local and regional markets
Q2 to Q3
Feasibility Study Financial Plan
Feasible business enterprise Bank credit proposal
Q3 to Q4
Event: Training
2019 Agri-coop Marketing Training
Agribusiness unit staff are trained + improved marketing plans
Q2
FACT for Agri Coops (FACT4AC) Lessons Learned - Follow up Workshop
Advocacy plans updated and refined
Q3
Agri Coop Sustainable Services Training
Sustainable Services are aligned to support core business
Q2
Agri Coop Governance Training Lessons Learned - Follow up Workshop
Governance plans are updated
Q4
Event: Exchange visit
2019 Exchange to Modern and Professionally managed Agri-Cooperative engaged in processing
Coop management and staff exposed/benchmarked to modern coop operations
Q3
Cassava Summit - National
Common agenda on cassava
Q2
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Renforcer l'organisation de la coopérative SCOOPRADI La société coopérative de producteurs agricoles de Divo (SCOOPRADI) est une société coopérative avec conseil d’administration dont le siège social est situé a Divo quartier forestier dans la région du Loh Djiboua. Elle a été créée le 09 septembre 2002 avec CFA 50.000.000 comme capital. A sa création elle comptait 500 membres pour 300 MT. Aujourd’hui la SCOOPRADI compte en son sein 2354 membres livrant tous en FAIRTRADE et 1583 en UTZ. Les producteurs se répartissant dan 6 sections différentes don Divo Chiepo Gnambouasso Yobouekro Krezoukoue et Kotcherie. Depuis 2010 elle vend 2/3 de sa production en Fairtrade. En 2016 elle a obtenu son certificat UTZ. La SCOOPRADI est l’une des plus grandes sociétés coopératives de Divo. Elle a vendu en ce moment 5922 877 MT des fèves de cacao et 198 084 MT de café ordinaire constaté par l’équipe d’analyse sur la plate-forme SYDORE du CCC. La coopérative a un plan stratégique qui inclut le but d’obtenir l’agrément à l’exportation. Pour devenir un exportateur la coopérative pourrait avoir besoin des conseils d’ Agriterra. Vision de la SCOOPRADI : La transformation des produits (café cacao…) de nos membres en produits finis consommables sur le marché local et extérieurs. La mission d’organisation : La collecte des produits de nos membres et les vendre au meilleur prix pour l’amélioration de leurs conditions de vie. SCOOPRADI est une coopérative de marketing pour ses membres spécialisée dans les fèves de cacao et le café. La coopérative négocie de la part de ses membres avec les acheteurs des produits. La coopérative collecte et commercialise des stocks de fèves de cacao et de café. SCOOPRADI offre également des formations et des outils à ses membres pour augmenter la productivité. Par le biais de liaisons directes avec les acheteurs et du programme Fairtrade la coopérative participe également à de nombreux programmes sociaux. Ces programmes sont axés sur l’amélioration de la qualité de vie dans les communautés de ses membres. SCOOPRADI a construit des écoles dans chacune des 6 sections. Elle a mis en place une clinique près de leur bureau principal à Divo et dans d’autres sections. Et SCOOPRADI a arrangé des prêts directs pour ses membres par l’intermédiaire d’une IMF Advans. Establish and clarify the corporate marketing strategy for SCOOPRADI- Develop a marketing strategy to become an exporting cooperative- Organize training on basic marketing principles (marketing basics training)- prepare the organization and our partner for a detailed action plan next year 1. project background and rationale: project context target group social and economic aspects main commodities and markets main stakeholders Among the cooperatives that produce cocoa in Côte d'Ivoire including SCOOPRADI which is a cooperative has its headquarters in the city of Divo. The cooperative was created in 2002 with 500 members but currently the cooperative has more than 2354 members who are grouped in different areas known as sections. SCOOPRADI's vision is to transform the products of their members into finished consumable products on the market not only in Ivory Coast but also worldwide. Their ambition is to launch themselves in the coming years in the export business of their products on European markets.2. monitoring and evaluation: measurable indicators sources of data collectionSince the cooperative is keen to become an exporter at the latest the main request is to support it in this ambition by connecting SCOOPRADI with social lenders and potential buyers. The main indicator for long-term: if the client has become an exporter of cocoa.3. on sustainability and cost efficiency: discuss sustainability after the project period project replicability link to the farmers' organisation overall development strategy the relation between costs and outputMany cooperatives in Ivory Coast aim to become exporting cooperatives. Project replicability seems high - and potential for similar cooperatives in Ivory Coast.4. on cross-cutting issues: gender equality; environmental sustainability; financial managementSeveral services concerning above-mentioned issues are offered in the project plan (formation Jeunes/Femmes gestion financiere).
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Improved human capabilities and governance leading to growth Dak Lak Provincial Cooperative Alliance established in 1993 and the first Congress in 1995. Currently Dak Lak CA has 255 cooperatives operating Including: 140 agricultural cooperatives 33 industrial and small-scale industrial cooperatives 37 cooperative trade services 10 construction cooperatives 24 transport cooperatives and 12 people's credit funds.1. Ambition (BHAG) (future) the Dak Lak Provincial Cooperative Alliance- Increase members- Increase Support to its members via other donors INGOs as Dak Lak is poor province with high number of ethnic minority population- Provide services and do business for income generation 2. Main challenges- Be limited by policies in governmental assets management- Lack of qualified staff in doing business- Limited qualification of existing staff in providing professional services to its members
For the last years DLCA has tried to implement many various activities to provide services for existing Cooperatives and establishing new cooperatives in Dak Lak provinces.
DLCA developed the proposal on “Improved human capabilities and governance leading to growth”. DLCA would like to request Agriterra for its supporting to implement this proposal. DLCA should continue to improve the availability and quality of existing services (public services with goverment budget) to be capable to provide services tailor made paid by its members (credit and savings acounting and finance management marketing/market matching governance....) through preparation of reforming Coop Development Fund Business strategy to be approved by the Local government Rolling out Mycoop and Financial Management trainings. Business plan mission for consulting center of DLCA (July)Exchange visit of successful consulting center and Cooperative development Fund (July) TOT My.Coop (May and July)Rolling out My.coop (Aug Sep Oct)Implementation of Coops Development plan in Dak Lak province (May - Dec)Coaching and advising Agriterra clients in Dak Lak in action plan 2018Review year results and action planning for 2019 (Sep-Dec)
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Farmers-Focused Transformation Ethiopia 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
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Farmers-Focused Transformation Congo DR 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
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Defining the next growth trajectory to farmer-lending with enhanced efficiency The partnership between Agriterra and Joinas SACCO started in the year 2014 when the Company Assessment was conducted.The main focus for the partnership was to professionalize the organization through Business Planning.Efficiency was also a key point of focus for the organization. A strategic plan was elaborated and latter an annual BP. A dashboard has been rolled out successfully and its now fully implemented into the system. The SACCO was successfully linked to Rabo Foundation where they accessed a low interest loan facility of KES 10million(2015) to be advanced to the farmers. At this point the SACCO can be considered a smoking chimney. The current year will therefore focus on defining the next growth trajectory in farmer lending as well as strengthening the internal systems to attain efficiency. - defining the next growth trajectory in farmer lending as well as
- strengthening the internal systems to attain efficiency. prepare a succession plan for BoD
Review Risk management policy and training in risk management
supervisory board training
review SP and prepare Business Plan for 2018
BoD sensititation on improving AGM attendance (being low): delegate system to be made possible
Dairy member focused services in order to improve farm productivity/profitability
Strategic Financial Management
training to credit officers/staff to conduct a project/loan request analysis together with the farmer
Conduct a system Audit for the Software
Member education days
Staff Training-Marketing and customer care
Staff appraisal
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Consolidación de los Servicios a la Membresía En diciembre de 2018 a requerimiento de la Agencia Empresarial Holandesa (RVO) Agriterra realizoacute; una prospeccioacute;n a la Asociacion Departamental de Avicultores de Tarija (ADAT) a fin de proponer liacute;neas de accioacute;n que respondan a las iniciativas planteadas por los directores de esta organizacioacute;n dirigidas a consolidar los servicios de apoyo a la produccioacute;n de los productores de ganado aviar de Tarija. En ese sentido en base a la visita realizada se ha preparado el siguiente Plan de Accioacute;n cuyo Objetivo Principal es contar con un estudio de factibilidad para el emplazamiento de un complejo de almacenamiento de granos en Tarija a fin de proveer grano a sus socios en mejores condiciones de precio. El plan de accioacute;n seraacute; ejecutado por Agriterra y el presupuesto del mismo (Anexo 2) seraacute; financiado por RVO con aporte de ADAT.Lenght of the project: 1st December 2019 to 30th November 2020. Las actividades a realizar durante el periacute;odo del proyecto son las siguientes:Anaacute;lisis OrganizacionalPlan Estrateacute;gico 2019-2023 Consolidacioacute;n de la gestioacute;n contable.Estudio de factibilidad de un complejo de almacenamiento de granos Asesoramiento empresarial de Agriterra Taller de Gestioacute;n Financiera Baacute;sica Gira de intercambio para conocer experiencias locales exitosas.
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Agriterra Zambia 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 and Zambia. 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. In Zambia approximately 3 Cooperative organisations and 2 Associations will benefit from that support. The cooperatives and associations will be selected from different clients of Agriterra Zambia who are working in various value chains (e.g. Poultry Cooking Oil Processing Crop Marketing and Dairy). To provide business advisory services related to this project Agriterra will have Business Advisor Chifula Kalisha who will work in close collaboration with recruited young professionals to ensure that services rendered to the selected cooperatives are efficient. Basing on the need and the gaps identified in selected cooperatives and associations the young professional that will be recruited will provide services related to fields of interest e.g. business development extension services Marketing services management and accounting. Improve the business operations and performance of 5 selected Organisations. In Zambia approximately 3 Cooperative organisations and 2 Associations will benefit from that support. The cooperatives and associations will be selected from different clients of Agriterra Zambia who are working in various value chains (e.g. Poultry Cooking Oil Processing Crop Marketing and Dairy). To provide business advisory services related to this project Agriterra will have Business Advisor Chifula Kalisha who will work in close collaboration with recruited young professionals to ensure that services rendered to the selected cooperatives are efficient.Basing on the need and the gaps identified in selected cooperatives and associations the young professional that will be recruited will provide services related to fields of interest e.g. business development extension services Marketing services management and accounting.The cooperatives that can apply for Agriterrarsquo;s support have to comply with the following conditions:The need for a young professional accompanied with a job description;The Cooperative or Association must be willing and capable to pay the salary and allowances in advance and send the invoice to Agriterra requesting for refund.The cooperative or Association must be willing to provide the young professional a contract;The cooperative or Association must have a track record of at least 1 year as a partner of Agriterra either through a direct contractual partnership or indirectly through an umbrella organisation or a project approach;The cooperative or Association must be willing to facilitate the young professional to execute his activities.All the activities related to this assignment will be undertaken under the project 19ATZ-8385. In addition to business advisory services within this project Mr Chifula Kalisha will also support the team in other assignments within the Agriterra Zambia portfolio.After this project comes to an end. it is expected that these organisations will have a running enterprise and will generate enough cashflows to support these young professionals. It will also help strength the governance structures of management of these organisations and will make the board members and general membership of these associations appreciate the importance of in cooperating the youth or young professionals in their structures. The major outputs will be increase in revenues and enhanced accountability a cooperative or association level.
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Increase income of farmer members and improve own financial sustainability through marketing of value added products SFACFL Makwanpur provides services to its members with the main aim to improve the income of the farmers. In 2017 the coordination between Agriterra DAF and ENZA resulted in initiation of marketing of three products: turmeric maize flour and honey with the brand name of "Kisan ko" (literally means farmers') on behalf of six primary cooperative with the expectation of better price to farmers and generating more income to DAF. With technical support from ENZA Zaden DAF also supported three member cooperatives to improve local seeds of broad leaf mustard hot pepper and black beans. DAF has a goal of moving from donor dependency to generating sustainable own source of income through internal capitalization and marketing. With this goal in mind the focus on 2018 will be to scale up the marketing of agricultural products and seeds which benefits large number of farmers. Agriterra will support the federation through Business plan development for the retail outlets marketing and promotional activities via business development manager including the collaboration with ENZA to improve quality of seeds on broad leaf mustard black beans and hot pepper. The goal of the project is that the federation becomes financially sustainable through the marketing and sales of Turmeric Honey and maize flour. The expected outcome at the end of 2018 is that SFACFL Makwanpur is able to sell at least 10 tons of Turmeric 8 tons of honey and 20 tons of maize and the initiation of seeds marketing. In order to support the goal of financial sustainability and improved agribusiness servicess to its members Agriterra and DAF in collaboration of ENZA will carry out the following activities in 2018:
1. Support from Agriterra to BDM who will act as market representative for DAF and creat market linkages with multiple wholesellers retailers cooperatives and traders and play the lead role to carry out several promotional activities2. Assist DAF to develop business plan for their retail outlet with clear targest required investment and projection of future cash flows3. Agripool assignments that include coaching and technical advice to seed growers farmers at Bajrabarahi Goganane and Namtaar and Workshop on business plan development marketing and investment need required per cooperatives for materials working capital branding and marketing
4. Support in processing packaging and marketing of seeds.
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Pensando como una empresa La Purita (Industria de Productos Lácteos “La Purita S.A.”) fue fundada el 16 de julio de 2001 como una asociación en el municipio de Yapacaní departamento de Santa Cruz por la iniciativa de la asociación de los productores de leche ASOPLE debido a la falta de mercado para su producto y la disconformidad con los precios pagados por sus compradores en la entrega de leche líquida. La Purita se crea con el propósito de absorber toda la producción excedente de los asociados de ASOPLE y darle valor agregado para mejorar los precios al productor además de reducir la dependencia de la industria cuasi-monopolística PIL Andina. En la actualidad la empresa cuenta con una inversión en activos fijos superior a USD 3.5 millones que le permite tratar entre 18 000 y 20 000 litros de leche por día laborable pudiendo producir leche quesos yogurt refrescos lácteos y agua embotellada. LA PURITA tiene entre sus ambiciones expandirse comercialmente fuera del Departamento de Santa Cruz y ampliar su capacidad productiva.
El principal riesgo que afronta actualmente La Purita en su futuro crecimiento es la actual estructura de autofinanciación que le impide obtener los recursos necesarios para llevar a cabo su expansión comercial. La Purita cuenta con materia prima (leche) en origen de calidad y en volumen. Además cuenta con buena infraestructura productiva (tecnología y diseño de planta) personal capacitado y motivado experiencia y una marca reconocida.
Sin embargo el actual precio que La Purita paga al comprar la leche es un 10% más que su competencia directa la empresa PIL Andina lo que hace que las utilidades se distribuyan al productor en el precio de compra de leche y minimiza el margen comercial con dos consecuencias directas. En primer lugar el alto costo de la materia prima hace que La Purita tenga utilidades muy bajas por lo que apenas puede reinvertir utilidades. En segundo lugar al tener poca reinversión de utilidades La Purita debe endeudarse para crecer pero debido al bajo margen comercial la capacidad de repago es limitada lo que limita su capacidad de endeudamiento con las entidades financieras.
Este es el principal motivo por el que La Purita ha tenido un crecimiento lento en los últimos años y su volumen de ventas se ha enfocado en los productos no lácteos puesto que al emplear insumos a costo de mercado ofrecen mejores márgenes comerciales para La Purita y para los agentes comerciales y precios de venta más competitivos al consumidor.
Como el objetivo social de La Purita es acopiar (a buen precio) la leche excedentaria de los productores de ASOPLE se debe encontrar un equilibrio entre el precio que La Purita paga en la compra de leche y la cantidad de leche excedentaria que podría comprar con un mayor crecimiento de las ventas.
Encontrar este punto de equilibrio que permita hacer crecer a La Purita y a su vez beneficiar a los productores lecheros comprando más excedentes a buen precio es parte fundamental del trabajo de colaboración de Agriterra a través de su Plan de Acción 2018. El Plan de Acción 2018 se concentrará en desarrollar la visión estratégica de la organización para los próximos 5 años la creación de un modelo de negocio comercial que apoye el logro de los objetivos establecidos a corto medio y largo plazo y en fortalecer la capacitación del Directorio la síndica y los accionistas en el área de finanzas control interno y gestión empresarial para que puedan entender con mayor facilidad la propuesta de crecimiento de La Purita y la necesidad de ampliar su capacidad financiera. Se procede a iniciar la colaboración con Agriterra en el año 2018 centrando los esfuerzos en los siguientes objetivos a través de las acciones definidas:
1) Mejorar la capacitación de la directiva y accionistas en gestión empresarial para que puedan adoptar decisiones informadas
i) Invitación de 4 o 5 miembros del Directorio y la Gerencia al Taller de Gestión Financiera Básica
ii) Invitación de la Síndica al Taller de Control Interno y Vigilancia
iii) Financiación de una escuela de futuros líderes
2) Desarrollar la visión estratégica de La Purita y planificarla para definir el crecimiento de La Purita en los próximos 5 años
i) Asesoría de Planificación Estratégica Institucional a largo plazo que defina las estrategias de crecimiento de La Purita
ii) Consultoría de Plan de Negocio Comercial que defina las necesidades de recursos financieros tecnológicos y humanos para el crecimiento de La Purita
iii) Pactar con los accionistas-productores lecheros la financiación del crecimiento de La Purita
3) Reforzar los procedimientos internos en busca de la calidad total
i) Obtener la certificación de Buenas Prácticas de Manufactura (BPM)
ii) Desarrollar validar y aprobar el Manual de Operaciones para Directorio y personal
El Plan de Acción 2018 de La Purita se centra en desarrollar la visión estratégica de la organización para los próximos 5 años a través de la realización de un Plan Estratégico Institucional a largo plazo el desarrollo de un Plan de Negocio Comercial para la expansión de La Purita a nuevos mercados y nuevos nichos de mercado que apoye el logro de los objetivos establecidos a corto medio y largo plazo. A su vez se quiere fortalecer las capacidades financieras y de gestión empresarial del Directorio y de la Síndica a través de la formación en talleres específicos a la vez que se desarrolla un taller de capacitación para futuros líderes enfocado principalmente en los productores jóvenes con ambición de liderar en el futuro a La Purita. El objetivo último de estas capacitaciones en el área de finanzas control interno y gestión empresarial es que los dirigentes y tomadores de decisiones de La Purita puedan entender con mayor facilidad la propuesta de crecimiento de La Purita y la necesidad de ampliar su capacidad financiera.
A su vez el Plan de Acción 2018 incluye el desarrollo validación y aprobación de un Manual de Operaciones que defina los procedimientos correctos de cada área funcional de la organización y que sirva como referencia en los procesos de control interno y gestión de recursos humanos.
También se incluye una consultoría especializada para desarrollar un Plan de Negocio Comercial que permita a La Purita expandir sus ventas a través del establecimiento de nuevos mercados o nuevos nichos de mercado. Este Plan de Negocio Comercial permitirá conocer los recursos financieros tecnológicos y de humanos necesarios para la consecución de los objetivos comerciales. Así como poder negociar el precio de compra de leche con los productores.
Finalmente para seguir avanzando en la política de calidad de La Purita se desarrolla la certificación de Buenas Prácticas de Manufactura en una de sus áreas productivas que se une a las certificaciones BPM existentes como un impulso hacia la siguiente etapa de certificación de Análisis de Peligros y Puntos Críticos de Control (APPCC o HACCP).
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Strategic and business planning of Rongxian Dongqi Grains Planting Coop Rongxian Dongqi Grains Planting Cooperative (hereinafter as “the coop”) locates in Rongxian County of Sichuan Province about 180 km south of Chengdu the capital of Sichuan Province. The coop organizes the members – at this moment 3150 - to produce raw rice sorghum potatoes peanuts corn and so on and has been doing experiments to raise Australian lobster frogs and fishes in the rice paddies.
The members are divided into 27 different groups by admin sectors and different grain production. The members invest lands and labour into the different grain productions of the cooperative. Each group is managed by a regional manager who can distribute production materials technical services marketing and so on.
The Coop is highly organized has good management and because of the system of region managers a mutual beneficial and significant relationship with their members has been built. Almost the full production of the members is supplied to the Coop. In 2019 they want to provide a loan-and savings-service to the members.
The Coop is now mostly producer therefore does not supply end products to the market. They deliver almost all of their production to Sichuan DaNongHe Agriculture Development Co. Ltd.(hereinafter as “Danonghe”). The intertwining with Danonghe is major and causes the Coop to be (financially) dependent from Danonghe.
Danonghe processes the unpolished rice to an end product for the regional market and can be seen as an innovative and well positioned party.
The Coop is one of the most important and reliable suppliers of unpolished rice for Danonghe. Because of this Danonghe is prepared to subsidize the price difference that the coop pays to its members in relation to what the coop receives from the government for its production. Through intertwining and collaboration the Coop has been able to build a strong position in the past 5 years. However without the – structural – subsidies by Danonghe the Coop suffers a loss. 1.Finalizing visualizing the strategic planning for the next five years 2.Marketing and creating value in the chain 3. In and external capitalization 4.Production from conventional to green/organic (meeting EU standards etc.) As suggested by the CA agripooler Agriterra can be of added value for the Coop by supplying expertise knowledge and network in the field of:
Finalizing visualizing the strategic planning
Marketing and creating value in the chain
In and external capitalisation
Production from conventional to green/organic (meeting EU standards etc.)
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Boosting sourcing for the flour factory and increasing its profitability <p>Merkbe Union embraces 106 member cooperatives and has been engaged in wheat flour mill for the last 3 years. The union currently has about 22 Primary cooperatives more than 4 neighboring unions which could be potential sources of wheat supply. The annual average flour production is currently limited to 51 900 quintals for numerous reasons issue of sourcing being the main one. For long time Merkeb has been relaying on Government sourced wheat and inflow from members has always taken the list portion as Merkeb dominated by quick and easy supply. For this reason the factory running hours is much under its full potential. <br>This action plan is thus developed focusing on: increasing wheat supply through contract farming and create strong market linkage with affiliated PCs Koga Union other wheat producing unions. Improving the flour factory operational efficiency equip it with operational manual. <br>Merkeb has been supported through the C4C projecet program for the last 3 consecutive years having reached the termination period of the project (Oct-31) with few months left the activities has been brief with proper exiting activities included.</p> <p>-Increase Wheat supply to 40 000 Quintals from PCs and counterpart unions. <br>-Increase profitability of the flour factory. <br>-Professionalizing the flour factory internal operations <br>-Exit and project closure.</p> <p>Increase Wheat supply to 40 000 Quintals from PCs and counterpart unions. <br>Increase profitability of the flour factory. <br>Professionalizing the flour factory internal operations <br>Exit and project closure.</p>
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Unidad de servicios y propuesta de incidencia en beneficio del sector ecológico <p>AOPEB es la organización de representación de las organizaciones de productores ecológicos de Bolivia. Afilia a 85 organizaciones de las cuales 61 son organizaciones de productores ecológicos.</p>
<p>AOPEB con la asesoria de Agriterra viene ejecutando dos trayectorias: <br>1. Es lograr la autosostenibilidad financiera de la organización uno de los pilares es la prestación de servicios a sus socios y a terceras partes. AOPEB en el 2016 pondrá en marcha la unidad de servicios ofreciendo servicios pagados aumentando en un 10% los fondos propios.</p>
<p>2. En el marco del rol de representación AOPEB en el 2015 realizó la primera formación FACT (Herramienta de consulta para el cabildeo de los agricultores) dando inicio al pilar 1 de la metodología FACT "consulta a los socios" en los temas de incidencia política y a su vez se ha aprovechado para la consultar a las bases sus necesidades por servicios. En el 2016 se pondrá en marcha los tres pilares restantes del FACT (Pilar 2.Investigación participativa Pilar 3. Elaboración de propuesta Smart Pilar 4. mapeo de actores para cabildeo).</p>
<p>El tema de incidencia y cabildeo en el que se trabajará será la reglamentación del capítulo de incentivos promoción y CNAPE de la Ley 3525 " Regulación y Promoción de la Producción Agropecuaria y Forestal no Maderable Ecologica". Se espera lograr la reglamentación y su aprobación.</p> <p>Fortalecimiento de la AOPEB para su consolidación como una instancia autosostenible y lider de la producción ecológica en Bolivia.</p> <p>Desde el 2013 AOPEB con la asesoria de Agriterra ha venido trabajando en una trayectoria a la autosostenibilidad financiera trayectoria que ha permitido dar importantes pasos como organización. Uno de esos pasos se llevará a cabo en el 2016 que es la creación de la unidad de servicios para poder responder a las demandas de sus socios y de terceros en forma sistemática. Con el mismo objetivo de auto-sostenibilidad AOPEB ha realizado un estudio de prefactibilidad para la construcción de la "casa Ecológica" esta casa aparte de dar cabida a las actividades de la AOPEB dará espacio para la comercialización tranformación de productos ecológicos dando espacio para que los consumidores se conecten con los productores ecológicos. AOPEB realizará un plan de negocios con miras a presentarlo a instancias de financiamiento para su construcción final. </p>
<p>A su vez desde el 2015 AOPEB ha dado inicio a la trayectoria FACT iniciando con el pilar 1 consulta a las bases identificando las necesidad por incidencia politica resultando en la decisión de trabajar en el 2016 la elaboración de la reglamentación del capítulo de incentivos promoción y CNAPE de la Ley 3525 ( Regulación y Promoción de la Producción Agropecuaria y Forestal no Maderable Ecologica). En el 2016 usando la metodologia FACT se tratabajá en la formulación de la reglamentación hasta su aprobación. </p>
<p>Una de los resultados importantes que también se alcanzará en el 2016 es contar con el plan estratégico de largo plazo en donde han participado las organizaciones miembros y es aprobado en la Asamblea General.</p>
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Planificación estratégica y gestión de calidad The Integral Agricultural Cooperative San Juan de Yapacaní Ltda. - CAISY Ltda. Is a cooperative of the first degree constituted on July 20 1971. Its origins go back to the year 1957 with the first Japanese migration to Bolivian territory. The cooperative has gone through different production processes currently has a stable production of rice and eggs which are its star products. CAISY markets its products in different markets nationwide with the head office in San Juan de Yapacaní and regional offices in the cities of Santa Cruz de la Sierra and La Paz. Current customers of CAISY ranging from supermarket chains to neighborhood stores which arrive through their own distribution and also from external distributors.
The cooperative has 99 associates to which it provides different services such as the provision of raw material provision of BB chicks feed for chickens technical and veterinary services storage and distribution of final products.
The relationship with Agriterra begins in 2018 which will focus on strategic thinking and the preparation of human capital for the implementation of quality processes within your company. Until November 2018 to structure the strategic business thinking of CAISY the priorities for the growth of the cooperative in the next five years (2019-2023) and prepare the human capital for the implementation of the ISO 22000 quality management system The Action Plan will last 4 months. The actions:
1. Stategic plan 2018-2023
2. Manual of Functions and Manual of Internal Procedures (Phase I) - La Paz and Santa Cruz Offices
3.Training and accreditation of 2 quality internal auditors
4. Exchange to poultry and rice agroindustrial cooperatives (6 people)
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Renforcer l'organisation de la coopérative RASSO RASSO-COOP CA est une jeune société coopérative qui a été enregistrée dans le Dépôt au Greffe de Côte d’Ivoire le 29 Décembre 2015 sous le n° CI-AGB-2015-C-14. La coopérative est constituée par 838 cacaoculteurs dont 306 femmes regroupées au sein de 10 secteurs agricoles. Le siège de la coopérative est à établi en Agboville une ville située à 80 Km au Nord de la ville capitale d’Abidjan. La part sociale pour l’adhésion à la coopérative est fixée à 10 000 FCFA. Environ 30% des membres ont libéré totalement leurs parts sociales. La coopérative a une la particularité d’avoir des femmes qui sont membres détentrices des titres de propriété pour leurs terrains. Cela est lié au fait que dans la zone d’intervention de RASSO les femmes peuvent acquérir la propriété par achat ou par héritage en accédant facilement aux titres de propriété. Sur 10 sections que comporte la coopérative cette dernière ne travaille correctement qu’avec 5 sections faute des moyens financiers suffisants. Les membres des autres sections sont obligés de livrer aux autres acheteurs qui les approchent. En 2015 Mme Alida après avoir investi elle-même au sein de son village dans la production du cacao des bananes des tomates du piment et du Gombo a sensibilisé ses parents agriculteurs à constituer ensemble une coopérative. La coopérative a commencé avec un capital social de 3 000 000 FCFA.
Au niveau de la vente auparavant la coopérative travaillait avec le préfinancement des acheteurs ; mais au cours de cette saison 2018-2019 RASSO travaille avec ses fonds propres de 10 millions de FCFA. Dans ses prévisions pour 2018 la coopérative voulait atteindre 700 tonnes mais après évaluation il a été difficile d’atteindre 300 tonnes. Après les achats les stocks de cacao sont acheminés chez CARGILL à Abidjan pour la livraison.
La coopérative fait face à la concurrence des autres coopératives et des acheteurs libanais qui œuvrent dans la même zone d’intervention. Parmi les coopératives on peut citer : SCIMPA CIPA SCOOP BAD et COOPARA.
Toute jeune la coopérative ne dispose pas encore de certificats. Elle se contente jusqu’à présent de la vente au niveau locale auprès des exportateurs. Bien que n’étant pas certifiée RASSO est appelée à acheter le cacao au prix minimum fixé par l’autorité de régulation de la filière : le Conseil Café Cacao. La coopérative avait amorcé le processus de certification des membres sous l’accompagnement du partenaire / acheteur BIOPARTENAIRE lors de la campagne 2017-2018 mais le processus a été interrompu après rupture de contrat avec ce partenaire.
La coopérative ne disposant pas de plan stratégique ni de plan d’affaires désire améliorer sa capacité de gestion et étendre son business à long terme. D’ici 3 ans elle compte devenir la coopérative leader et autonome en Agboville capable d’exporter au moins 3000 tonnes de cacao par campagne. Renforcer la coopeacute;rative au sein de- gouvernance- leadership feacute;minin- certification. 1. Contexte et justification du projet: Travailler dans une coopeacute;rative de cacao avec une jeune coopeacute;rative qui montre du potentiel et qui est dans une phase de pressionnalisation. 2. suivi et eacute;valuation: Certification engagement et adheacute;sion des membres effectif 3. sur la durabiliteacute; et la rentabiliteacute;: Concernant la certification nous visons agrave; installer un ADG qui sera responsable de la certification agrave; lavenir. Cela peut ecirc;tre un bon cas pour la transition de SCOOPS agrave; SCOOP-CA dans le systegrave;me juridique de lOHADA en Afrique occidentale / centrale. 4. sur des questions transversales: leacute;galiteacute; des genres est une opportuniteacute; sur laquelle nous voulons travailler avec la coopeacute;rative. Nous avons suivi une formation en leadership feacute;minin avec RASSO en deacute;cembre 2019.
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improved Union services to members <p>RUCU is a registered union under the cooperatives Act NO.20 of 2003 with registration number 5513 registered in 1995. The union is based in Rungwe district in the southern highlands of Tanzania approximately 50Kms away from the Malawian border. The union offices are based at Tukuyu shopping centre and housed in their own building.<br>Historically the union was formed in 1949 as Rungwe African Union (RAU) when Africans were advised by the colonial government of the day to form their own cooperative to handle their produce. At that time the cooperative was handling products from four value chains; coffee maize beans and rice.<br>Due to the perceived advantages of economies of scale the government advised RAU to merge with other unions in the whole Mbeya province to form Mbeya cooperative union (MBECU). Since RAU was a major stakeholder of the new outfit they were given the general manager’s position. Rungwe on its part just became a branch. More value chains were thus added into the products lists handled by the union.<br>Just like in other parts of the developing world in 1984 politics set into the cooperative movement. This let to the disintegration of MBECU and formation of Kyela Rungwe cooperative union (KYERUCU). This union lasted for close to 10 years before there was a split in 1995 to form Kyela cooperative union (KYECU) and Rungwe cooperative union (RUCU).<br>RUCU is led by a board of 6 elected board members who can vote during the meetings. However during sittings the general manager the accountant and the district cooperative officer (DCO) joins into the meeting to support the board on advises. The union also currently has an active membership of 20 Agricultural marketing cooperative societies (AMCOS) who in turn boast of a total active membership of about 2000 individual members currently delivering their coffee to the AMCOS who then later deliver them to the union.</p>
<p>The performance of RUCU in this first year of collaboration is not satisfactory. There was a slight increase in coffee collection in the season 2015/16 (27 tons) compared to 20 tons in 2014/15 but the implementation of the project was disappointing: RUCU participated well to Agriterra organized activities but disregarded the activities that they were responsible for: especially the activities impacting on the services to members (provide farm-inputs joint marketing) and on the loyalty and relationship with members were neglected. <br>The board recognized their lack of supervising the management and the passivity of the latter. Changes in HR have been planned by the board and a closer leadership of the union.</p> <p>Finalize the professionalization of the basics of the organisation (financial management governance business planning and relationship & services to members).</p> <p>Based on the commitments of the chairman in addressing the past passive RUCU attitude in 2015 with regards to services to members it was agreed that RUCU will get limited support in 2016 to address the following:<br>- improve the relationship with and services to the members <br>- improve relationship with authorities<br>- analyse cocoa marketing opportunities<br>- improve financial health by restructuring of balance sheet (final land evaluation)</p>
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