text
stringlengths 1.03k
99.1k
|
|---|
Mejorando el nivel de representación y la prestación de servicios socio-empresariales <p>AVA ha iniciado en el 2014-2015 un proceso de fidelización con sus cooperativas socias y en ese período se han realizado acciones que han llevado a AVA a ser reconocidas por sus afiliadas (cooperativas y asociaciones productoras de cacao) y dado inicio a una trayectoria de fortalecimiento en el 2015 se logró elaboración del plan estratégico institucional con participación de las cooperativas se modificó los estatutos se diseño un plan de autosostenibilidad financiera y se inició la prestación de servicios socio empresariales.</p>
<p>Durante el 2016 se trabajará en consolidar el trabajo iniciado en el 2015 principalmente la implementación del plan estratégico y plan de auto-sostenibilidad financiera.<br>El objetivo principal es: Mejorar la imagen y el posicionamiento institucional de VERDE AMAZÓNICO e iniciar el proceso de su autosostenibilidad financiera generando recursos económicos para la operación del primer trimestre del próximo año (2017). </p>
<p>Algunos de resultados a alcanzar serán:<br>1. se ponen en marcha 03 Pilares de la autosostenibilidad financiera de AVA generado un ingreso económico de S/ 55 000 para la sostenibilidad financiera de AVA<br>2. AVA lidera la convocatoria y realización del Encuentro Regional del Cooperativismo que se celebra en mérito al Día Nacional del movimiento cooperativo del Perú<br>3. Se validan 03 herramientas y/o metodologías para el fortalecimiento de las organizaciones socias (Promotores Cooperativos; Registros de Finca y SIAVA)</p> <p>Mejorar la imagen y el posicionamiento institucional de VERDE AMAZÓNICO e iniciar el proceso de su autosostenibilidad financiera generando recursos económicos para la operación del primer trimestre del próximo año (2017).</p> <p>Con las acciones planificadas para el 2016 se espera dar pasos importantes en tres temas:<br>1. Prestación de servicios a las cooperativas de AVA: acceso a fondos para las socias a través de la elaboración de propuestas de proyecto y planes de negocios. <br>2. Generación de ingresos que permitirán financiar por lo menos 3 meses de los costos operacionales de AVA en el 2017. Se pondrá en marcha las acciones definidas en el plan de auto-sostenibilidad. <br>3. Dar los primeros pasos para que AVA tenga una representación fuerte a nivel Regional. A través de la trayectoria FACT de Agriterra.<br>4. Validación de tres herramientas metodológicas y puesta en marcha por las socias de: My Coop Manejo de registros de la finca y Sistema de información SIAVA. <br>14 organizaciones/ cooperativas de productores de cacao participaran activamente de las actividades alrededor de 5683 socios de los cuales 570 son mujeres y 703 jovenes.</p>
|
Acting Now Rwanda Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. Key Activities Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities: - Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs. - Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies. - Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services. - Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach - Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text Farmer Organisations and its member farmers
|
Vers une amélioration financière et la bonne gouvernance UCADI is an apolitical peasant organization created on March 13 2008 on the initiative of a few legal persons managers of local development initiatives ILD mobilized and committed so that the objectives of the process of sustainable human development in rural areas are reached. UCADI started with many sub-cooperatives in various sectors but decided to vocalize on the value chains of Rice and Corn in 2014. UCADI is located in Uvira province of South Kivu in DRC near the border with Burundi. The year 2019 with the rice project (18at-8092) UCADI had delivered 450 tonnes of rice to Bralima Bukavu and this year 2020 in the second phase of the rice project (20at-8529) UCADI will deliver 760 tonnes of rice in s '' relying on its 6 cooperatives scattered in the plain of Ruzizi. UCADI continues to professionalize and to professionalize the cooperatives that constitute the union and for this year it will deliver a larger quantity of rice to Bralima Bukavu than last year. Organiser un audit des états financiers de 2019Organiser des rencontres entre les membres des organes (CA CS et AG)Installer les champs écoles paysansSuivre l'adoption de la GIFS dans les champs des membres.Restituer 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 livraisons pour l'évaluation du niveau de réalisation de ces derniersSensibiliser des membres des organes à intégrer les jeunes dans la coopérative : Sensibiliser des jeunes à intégrer la coopérative tenir les rencontres avec les membres des organes revisiter le texte.Appuyer les coopératives dans l'acquisition des outils de gestionOrganiser une journée porte ouverte
|
Expanding volume and scale <p>Company assessment was conducted in January 2016. The conclusion:</p>
<p>It is advised to start up the collaboration between Agriterra and CDDCU by offering CDDCU conditional support for a 12-month period after signing the agreement. Proper evaluation will need to be done after this period by both parties to determine whether they wish to continue the collaboration or not.</p> <p>1. Increase milk production </p>
<p>2. Professionalize management of the cooperative</p> <p>Agreed action plan will address and strengthen the business case:</p>
<p>Looking at the dairy market landscape in Zambia expanding CDDCU’s current activities on milk processing seems a good opportunity to improve its profitability. Key concern is volume and scale raising questions on competitiveness. Secondly the monopolised position of Parmalat and the dependence of CDDCU on milk off take by Parmalat introduces risks especially in the wet season. A backup plan needs to be in place in case Parmalat would stop any milk off-take completely.</p>
<p>Higher milk production by its members to support CDDCU ambitions needs to be supported by increased activities in the area of fodder cultivation and harvesting feed management animal husbandry and AI services.</p>
<p>In order to start large scale processing a business plan needs to be developed covering marketing plan processing requirements funding etc. When CDDCU wants to enter into large-scale processing significant investments are required in machinery and equipment.</p>
<p>Capacity building of the CDDCU organization is needed to facilitate the process of moving into a new area both for staff and board. Separation and clear description of roles & responsibilities are required as well as strengthening of steering and monitoring by the Board of the staff.<br>Financial management record keeping reporting and inventory management are insufficient to support large-scale processing at this moment and will have to be strengthened.</p>
|
Redefining the Strategic direction setting up a sustainable HR structure Joinas Sacco has been one of the best performing SACCOs in the Agriterra portfolio having achieved quite a substantial growth in the recent past. In the last period the focus was developing innovating farmer products. Due to great achievements done in the past years it was agreed that the client would be phased out from a client to a partner. However due to the political situation in the previous year the sacco was negatively affected by this leading it to loss making. It was therefore agreed that Agriterra will support the Sacco for another year to ensure that it is financially sustainable and sustinable before enventual phase-out. The Focus of the currebt AP is therefore to re-define the Strategic Direction by development of a Strategic plan. Additionally Agriterra will support Joinas in Developing a sustainable HR structure that suits their needs. 2018: Re-define the Strategic Direction by development of a strategic plan an sustainable HR structure Develop a new 5year Strategic Plan clearly defining the next growth trajectory
Organize a joint forum for the Board of Joinas and Kiambaa: Working together
Training of staff-members
Setting a Farmer-Advisory partnership with Kiambaa Dairy in loan products
Follow-up Supervisory Board Training
HR Mission on developing a sustainable Organization Structure
|
Internal Capitalisation for establishment of Seed cleaning machine BHAG: engaging semi processing agricultural crops and 300 tractors deployed in the Union district. Admas Injibara Union was established on December 5 2004 in the city of Injibara. The union is active in 12 districts (9 rural and 3 urban administrations). In total 75 primary cooperatives are a member of the Union and they represent 137.000 farmers. The Union is currently active in animal feed production they are installing a plastic bag factory and they have 7 tractors and 3 trucks for service provision. The biggest crop among members is maize the Union is collecting maize but selling is difficult and no value is added. 2019 focus of the union changed to semi cleaning activities instead of maize value addition business. the business plan will be conducted this year for internal finance mobilization to establish a factory to clean different crops. in 2019 Admas collected 6.24 million ETB through internal capitalization on their own motivation. 2020 focus: - - strength and professionalize union and marketing staffs through Export marketing training - internal capitalization for establishing seed cleaning factory - widen market opportunities via participation in an international trade fair 2020 project Goals * expand and diversify market opportunity via international trade fair and export * Internal Capitilaztion for mobilizing cash from members to establish Seed cleaning smoking chimney * more market opportunities will be created by exporting oil seeds i.e. sesame and soya bean * Financial Management of the union will be improved through Basic FM training. non-finacial staffs are able to understand financial management and can support finance staff close follow for reporting and decision makings will be made via updated financial information * sense of ownership increase by members relationships among Union-PC Union-Farmer PC-farmer will be improved via internal capitalization. * hiring of a consultant for machinery selection will be done.
|
Delivery of farmer focused strategies to expand financial Inclusiveness The project will in collaboration with SNV/TIDE project aim at improving efficiency in the way farmers interact with the Sacco promote/extend financial literacy listen to farmer's needs and assist the Sacco design products that suit farmer's production cycles whilst also improving and strengthening the Sacco's internal structures. The goal is to expand financial inclusiveness by offering farmer need tailored products and internal strengthening of the Sacco. 2018 Goal Women and youth involvement Plus HR mentorship to activate the HR function at management level Rushere Sacco is located in Kiruhura District Rushere town Council in the western part of Uganda This is one of the operational districts for the SNV- TIDE project in support of the dairy farmers. The objective of the project is to improve the quality and quantity of milk per farmer to improve household income Help farmers access financial services for the working capital they need. Kiruhura district is within the Cattle corridor and residents are mainly cattle keepers who are the primary focus group. The main product is milk and here the key stake holders include the dairy farmers the Sacco the Board the Staff of the Sacco government and SNV.
The main project objectives are
1) Promote financial inclusion within the Dairy Sector in the area
2) Promote access to finance by offering tailored products to suit farmer's operational cycles 3) Improve the internal control environment with the Sacco to strengthen it internally.
The Measurable indicators would be
1) Increase in number of dairy Farmers accessing Loans plus repeat/loan top up for existing dairy loan clients.
2) The Loan costs compared to a competitor Sacco and Industry average
3) Change/Increase in Level of Savings by Dairy Farmers
3) Improvement in the Control environment evidenced by external audit Report and staff perceptions.
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. Have a database that links all farmers to build an MIS to be used as a management tool to speed up the loan appraisal process and reduce the time lag for receiving money.
The Issue of gender inequality will be addressed by developing products that can be accessed by women groups and also promote access to support youth initiatives into the dairy sector.
|
Continue the building of an agri-agency in Southern Africa The project emerges from a request for Agriterra’s technical support in establishing an agri-agency. In 2015 an quick scope and a presentation to the board was carried out.
The Southern African Confederation of Agricultural Unions (SACAU) is a regional farmers’ union representing the common interests of farmers in southern Africa. Its core membership is from general purpose apex national farmers’ structures in southern African countries. It has 17 members1 from 12 countries who combined represents a more than 5 million individual farmers in the southern African region. The organisation is the result of a process of integration of farmers’ unions in the region that started in the past century leading to its formal establishment in the current form with a secretariat in 2004. One of its outstanding characteristic is the integration of unions of large scale commercial farmers from South Africa Namibia and Zimbabwe with successful unions of small and large scale farmers like in Zambia and Malawi and smallholder unions from many other countries in the region. SACAU is recognised by relevant regional bodies including the Southern Africa Development Community (SADC) Common Market for Eastern and Southern Africa (COMESA) and African Union / NEPAD as a representative of organised agriculture in southern Africa.
Overall the following could be envisaged from the relationship:* consultancy support by Agriterra up to the launch * management support for a limited period once the Agri-agency has been established * and the posting of an Advisor with the Agri-agency to provide hands on practical support for a period of at least 2 years Specific Terms of Reference
The following specific TORs will guide this request:
a) Further elaborate the separation of the advocacy function of SACAU – its core business from its development activities (what are the impeding risks inherent in the current arrangements and what (opportunities) will this change bring?b) Determine the structural changes this will imply and any improvements that will be needed on the internal organisation and operating systemc) Determine the skills knowledge and experience etc. of SACAU members to inform the exchange of expertise amongst membersd) Determine the main areas of focus and service/product menu and related activitiese) Recommend the appropriate governance arrangements including how the agri-agency relates to the advocacy unit and SACAU broadlyf) Determine the strategy (business model?) and structure of the proposed organisationg) Design the operational structure and internal organisationh) Recommend (an) appropriate funding model(s)i) Provide budget estimates and cash flow estimates over a 5-year periodj) Determine the best approach to operationalising the agency - gradual/staggered big bang or both depending on the aspectsk) Define areas for external technical support/assistance and the forms it may takel) Provide motivation for affiliation to Agricord and determine the requirements for thism) Identify the main risks and key assumptionsn) Produce a business plan for the Boardo) Support operationalisation of the business plan
Approach
The assignment will be undertaken in close consultation with the CEO of SACAU who will also be representing the Board. The Agriterra officer responsible for this assignment is dr. Kees Blokland.
Overall key elements of the approach will include the following:
a) Desk study
b) Organisational assessment of the Secretariat and selected members
c) Brain storming sessions with relevant staff and or Board Chair regarding strategy structure operations and other fundamental matters
d) Consultations with SACAU’s company secretary in order to determine its governance infrastructure and related institutional arrangements
e) Review of requirements for affiliation to AgriCord
f) Drafting of business plan
g) Presentation of business plan to the Board
h) Learning visits
Deliverables/Output
There will be two main deliverables as follows:
a) A business proposal document of SACAU’s agri-agency highlighting/outlining the following key elements:
i. Background and justification/motivation (on the imperatives of establishing an agri-agency) and structural implications to the current SACAU (what will have to change)ii. Institutional arrangements including governance arrangements (including relations with SACAU NPC)iii. Strategy and structureiv. Operations/key activities/service menuv. Internal organisationvi. Funding modelvii. Estimated budget (5 years)viii. Cooperation/partnership with Agriterra and other agenciesix. Membership to AgriCordx. Implementation schedulexi. Risk analysis
b) Implementation support for the business planIndicative timetable
a) December 2016: Business plan adopted by the Boardb) January 2017: Start implementation
|
Indonesia - Scoping missions and assessments 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.
Agriterra has the ambition to quickly build
up a client portfolio in Indonesia. Within the coming years we hope to expand
also due to increase of staff to support 25 cooperatives by 2020. To achieve
this goal taking into account that part of the current clients will exit
scoping activities and company assessments have to be conducted. 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. Scopings and assessments
|
support KDDC in improving and upscaling dairy processing <p>Kamdhenu Dairy Development Cooperative is a farmer led organization in the eastern part of Nepal with a dual membership model. Membership is open for primary cooperatives (45) and also for individuals (230). Members come from the entire supply chain of dairy products: dairy farmers & cooperatives for milk supply staff members of the cooperative for processing & distribution and retailers for the sale to consumers. About 10.000 (small) dairy farmers are indirect members of the cooperative and deliver milk to the cooperative. <br>The cooperative provides two main services to the members: dairy processing and financial services. Since April 2016 a new Board of Directors and Audit Committee was elected. The daily operation is managed by a management team with both experienced and junior managers. Since April 2016 the previous Finance and administrative officer is taken up the position as interim general manager.<br>The current product portfolio includes milk yoghurt ghee paneer khoa and butter selling around average 14.000 litres per day with some seasonal fluctuations. Production of milk is around 14.000 liters per day in line with the sales. Market opportunities are good . <br>The capacity of the current factory is 25.000 litres large enough for the coming 2 years to handle the current production. Aim is to grow in two years time towards 22.000 liters a day. This will require cleaning up and rearranging of the current factory requiring limited investments only. A clear strategy and focus on the implementation of the strategy will help KDDC to make a gradual grow and get ready for the possible next step: moving and expanding the processing factory after 2 years time.</p> <p>Support KDDC in preparing a strategic business plan and improve the financial management in order to improve and upscale dairy processing and marketing.</p> <p>The activity plan includes Advisory Services only so no project budget needed. A Letter of Intent will be enough for this first action plan/contract</p>
|
Gestión organizacional y crecimiento planta de alimentos balanceados <p>APL es una organización departamental de productores de leche en el Valle de Cochabamba. Afilia a 1487 pequeños gañaderos de que cuentan entre 20 a 70 vacas y tienen una superficie promedios de 1 30 ha por ganedero.<br>La organización cuenta con un centro del negocio que se enmarca en: <br>• Producción de leche fluida de ganado vacuno <br>• Producción de alimento balanceado para etapas de destete crecimiento y producción de ganada vacuno <br>• Servicios integrales de soporte al socio (extensión pecuaria servicios de asistencia técnicas veterinaria inseminación artificial farmacia veterinaria almacén (maquinaria equipos insumos pecuarios y pulpería) laboratorio de control de calidad de leche fluida y crédito. </p>
<p>Junto con expertos de Agriterra APL han determinado algunas limitaciones que son necesarias para fortalecer a la organización y mejorar sus servicios. Las acciones que se presentan en el plan de acción para el 2016 estan orientadas a los aspectos de gestión administrativa y financiera (basado en el chequeo de salud financiera); En el ambito empresarial se busca mejorar la eficiencia y los rendimientos de la planta de procesamiento de alimentos balanceados.</p>
<p>Los principales resultados esperados:<br>1. Un plan estratégico de APL período 2016-2018;<br>2. Un plan de factibilidad ampliación planta de balanceados;<br>3. Sistema contable para la planta de balanceados actual integral;<br>4. Se mejorar los sistemas internos de control tras la implementacíón de manuales de procedimientos internos.</p> <p>Mejorar y fortalecer las capacidades institucionales de APL y se cuenta con los estudios y la competencia para iniciar la búsqueda de financiamiento para ampliación de la planta</p> <p>En el 2015 se ha realizado el análisis organizacional de APL y se ha considerado con una organización elegible para ser cliente de Agriterra. Durante el análisis se han determinado algunas limitaciones que son necesarias para fortalecer a la organización y mejorar sus servicios durante el 2016. </p>
<p>Las acciones del plan de acción para el 2016 están orientadas a los aspectos de gestión administrativa y financiera (basado en el chequeo de salud financiera); En el ámbito empresarial en donde se busca mejorar la eficiencia y los rendimientos de la planta de procesamiento de alimentos balanceados.</p>
<p>Se trabajará en alcanzar los siguientes resultados:<br>1. Un plan estratégico de APL período 2016-2018;<br>2. Un plan de factibilidad ampliación planta de balanceados;<br>3. Sistema contable para la planta de balanceados actual integral;<br>4. Se mejorar los sistemas internos de control tras la implementación de manuales de procedimientos internos.</p>
<p>El Proyecto contribuirá a varios propósitos y metas de Agriterra. Tales como:<br>Participación de los miembros aumentar las competencias de los recursos humanos mejoras en la gestión financiera implementación de las estrategias de comunicación y diseño de un plan de prefactibilidad para ampliar la planta de balanceado.</p>
<p>Todos los socios de APL se verán beneficiados con los avances es decir 1847 productores de los cuales 892 son mujeres.</p>
<p>El plan de acción tiene un presupuesto de 34.837 Euros de los cuales 52% es financiado por Agriterra y el 48% por APL.<br>Los recursos son compatibles con las actividades propuestas y APL cuenta con experiencia en el manejo de recursos.</p>
<p>Los servicios de asesoría estarán orientados a la formación de capital humano en los aspectos de gestión administrativa y financiera intercambios y asesorías relacionadas a las mejoras en los balanceados para ganado vacuno y toda decisión informada de ampliación de la planta de balanceados a través de gira de estudio a Holanda o España.</p>
|
CRAFT-Climate Resilient Agribusiness for Tomorrow (Uganda Kenya and Tanzania) East Africa has been experiencing rising temperatures shifting precipitation patterns and increasing extreme events. Smallholder farmers crop traders and consumers across Eastern Africa are currently confronted with the impact of two consecutive seasons of drought that have affected agricultural value chains severely. Climate variability and change have thus adversely affected the agricultural sector and the situation is expected to worsen in the future. Climate change is having far-reaching consequences for not only the agriculture sector but also the management of natural resources as well as the food security situation of the population. It is projected to have an overall negative effect on crop yields in Africa. The risks and negative impacts of climate change will be large but unevenly distributed. It is estimated that the cost of inaction may be up to 20 times higher than the cost of investing in measures to adapt to climate change. If no adaptive measures are taken the impact of climate change on crop yields in the East African region is largely negative. As such this challenge calls for a response that integrates enhanced food security for vulnerable groups with climate adaptation and mitigation of food crop production and supply systems and puts investments towards those interventions that lead to a market driven adoption and scaling of inclusive climate smart business developments.
SMART Agriculture
The adoption of climate smart and ecologically sustainable production methods is key to improving productivity of the existing food crop production and supply systems. However with climate change having a different effect on different geographic regions as well as different crop it requires concerted efforts and joint investments by the supply chain partners as well as public partners and support agencies in the different food crop sectors to support effective adaptation and mitigation strategies. There is an opportunity for smallholder farmers (women and men) in East Africa to adapt their farming businesses and minimise the negative effects of climate change. Economic gains for farmers agri-SME’s and other supply chain partners will provide the incentives for the required change processes. Such a program will need a menu of options from which farmers SMEs and other service providers can choose appropriate strategies for their locations and systems facilitated and assisted by private sector players extension agents and knowledge partners. The governments of the three targeted countries under this programme as well as the Dutch government have policies and actions plans which emphasize the need for increased investments in climate smart and ecologically sustainable agricultural production to reduce the socio-economic impact of climate change in the East Africa region. This is in line with the latest international agreements on Climate Change under the Paris Agreement to increase investments for adaptation and resilience in least developed countries and mobilize private sector investments. The consortium led by SNV provides a strong platform to not only manage and coordinate a robust CSA program but provides targeted technical assistance to local partners and companies research and knowledge management support hereby contributing to a more conducive environment and joint investments in CSA food production and supply improvements SNV in close collaboration with the other consortium partners (CCAFS and Agriterra) as well as supply chain partners in several targeted food production and supply sectors – will promote climate smart agriculture as a way to transform and reorient agricultural systems to the new realities of climate change.
The programme will deliver impact in the following areas:? Productive capacity and income increased for 300 000 smallholder farmers;? Business performance improved for 50 agribusiness SMEs and 30 cooperatives (of which at least 25% is managed by women and/or youth) for climate-proof value chains;? Climate resilient sustainable food production practiced on 600 000 hectares with more carbon - energy - and water efficient production systems. For the execution of the project specific tasks deliverables and resources for each partner will be identified further in the project proposal and implementation plans. In principle Agriterra will be responsible for:
Scoping assessment and selection of entrepreneurial cooperatives;
Professionalizing farmer groups cooperatives that are part of the business cases;
Lobby support to Farmer Organisations: Policy Influencing;
Provide cooperative training packages and coaching influencing agripoolers where required on: governance business development internal capitalisation farmer services youth and gender.
|
Grow the cooperative potential in Quang Ninh Province The Quang Ning Farmers Union (QNFU) was established 85 years ago and represent almost 100.000 farmers in the province. Their vision is to protect the rights of the farmer and the Farmers Union (FU) takes the responsibility to train and to raise awareness on technical farming practices and related to government policies in the Vietnamese province of Quang Ninh. The FU is also the linking organization between the farmers and the government.
In order to get farmers organized in cooperatives trust is essential. Farmers have to believe that the cooperative has an added contribution to increase income and to smoothen linkage to value chains. Cooperatives need to be strengthened in the province and different capacities/tasks need to be developed therefore.
The QNFU needs to provide services that will be appreciated by cooperatives. This is the entry level of the action plan with QNFU. The actions selected that have the priority are:1. Raise awareness about added value of the cooperative model and increase knowledge about the potential of cooperatives at QNFU and cooperative level and broader farm level. 3 cooperatives will be selected to participate. 2. QNFU needs to develop services with added-value for cooperatives,3. Support trade promotion / marketing4. Linkage to Value Chains it has been agreed that the involved cooperatives need to be better aware of their possibilities in the chain Development to a service provider for starting cooperatives and groups that want to transform to cooperatives. Project plan 2018:
Based on QNFU's mandate the 2018 project plan will include 2 main areas:
1. Advocacy and lobby: rolling out FACT trajectory in Quang Ninh province
2. Business strategy:
3. Awareness raising:
a. Rolling out MyCoop for cooperatives in the province and
b. Rolling out the Cooperative Contemporary workshop for governmental supporting organizations
Proposal 2016-2020: 1. Awareness raising of the cooperative model (partly done)2. Develop a structure for service provision by QNFU for starting cooperatives or groups transforming into cooperatives (in the cluster of 2 associations and 1 cooperative).3. Facilitation of marketing for associations and cooperatives (e.g. trade fair) sharing of opportunities with members. 4. Facilitate and coordinate a value chain analysis for 3 fruit products (cluster members).5. Support trade promotion through an event.
|
Effective service provision for improved agricultural production and agribusiness Chipata District Women Development Association (CDWDA) was formed in 1991 and was registered under registrar of societies in 1993 on 10th August. The Vision for the organisation is “Economically socially Politically and legally empowered rural women and youth to participate fully in development.”Chipata DWDA has bottom up structure which starts at a village level with Individuals forming a group led by women these groups with the same Objectives formed Area Women Development Associations which form Chipata DWDA.The Organization has 10 Area Women Development Associations which has 249 Groups with a total membership of 4 052 individual farmers where 3 305 are women while 747 are male who participate in Decision making monitoring planning and implementation of the Organization’s programs. The aim of the organization is to reduce poverty and vulnerability levels among rural women and youth and enhance improved livelihoods and empowerment programmes.
BHAG: A financially self-sustaining organisation providing quality services to 4 052 members generated through agribusiness focusing on improved crop production and productivity improved marketing and a running a profitable agribusiness.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance financial management services provision and business development. A financially self-sustaining organisation providing quality services to 4 052 members generated through agribusiness focusing on improved crop production and productivity improved marketing and a running a profitable agribusiness.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance financial management services provision and business development. Conduct governance and financial management training
Conduct Value chain analysis
Improve the strategic plan
|
Farmers-Focused Transformation Burundi 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. Farmers Organisations and Cooperatives
Member Farmers
|
Reinicio de actividades de la planta COOPECAN PERU es una cooperativa de pequeños productores alpaqueros con socios en las regiones de Cusco Ayacucho Arequipa y Apurímac. Los actuales socios de la cooperativa son personas jurídicas y personas naturales quienes acopian su fibra para transformarla y venderla a través de la cooperativa además reciben servicios de parte de ésta. En el año 2015 Coopecan certificó sus procesos con el Certificado ISO 9001 – 2008 con lo cual cuentan con protocolos para todos los procesos. También cuentan con certificado de Responsabilidad Social y Fair Choice con lo que acreditan que se da el correcto trato a los colaboradores y a los socios. También han certificado su laboratorio para certificar nuestros lotes y los productos que comercializan. La cooperación con Agriterra inició en el año 2011 después de haber pasado con éxito las etapas del scoping y el análisis organizativo-empresarial. 1. Contar con certificado de Defensa Civil y Licencia de Funcionamiento 2. Reinicio de actividades de planta3. Implementacion y seguimiento a los protocolos COVID194. Implementación de sistema contra incendio 1. Obtención de certificado de Defensa Civil y Licencia de Funcionamiento de nueva planta de COOPECAN2. Elaboración de protocolo de seguridad para reinicio de actividades de planta3. Personal de salud según protocolos COVID194. Diseño e implementación de sistema contra incendio de planta industrial
|
Farmers-Focused Transformation Ivory Coast 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
|
Increased milk volumes <p>The main challenge for Mumberes is to increase milk intake. In 2014 Mumberes showed a considerable increase in milk intake. For 2015 Mumberes registered an average of 9 350L/day. This is similar to an average 9 325L/day recorded in 2014. This means the target of 2 000L was not met! Even though they were able to register a new record 13 500L/day the challenge has consistently been maintaining seasonal fluctuations. This is the main focus for 2016.</p>
<p>Goals for 2016 therefore are:<br>1. Increase Milk production from 10 000L to 15 000L <br>2. Professionalise governance in particular the youth council and get more young farmers into dairy farming in 2016 </p>
<p>The increased milk volumes must lead to better prices paid to members.</p> <p>1. Increase Milk production from 10 000L to 15 000L <br>2. Professionalize youth council and get 40 young farmers into dairy farming in 2016</p> <p>Activities as jointly identified with Mumberes for action plan 2016:</p>
<p>Increase Production <br>- Employ 3rd extension officer <br>- Train at least 1 000 members and reactivate the dormant members of the cooperative society; 80 farmers per month<br>- Motivate farmers especially the modern farmers by organization of several field days exchange visits (work with a calendar)<br>- Conduct trainings on animal husbandry and specifically on Artificial insemination (AI)<br>- Procure a silage making machine to be owned by the cooperative society and be leased to members </p>
<p>Demo on hay production on 10 acre rented land.<br>- Develop a project timeline schedule and closely monitor progress of the demo farm.<br> <br>Performance management<br>- Review Strategic Plan. <br>- Train the strategic plan monitoring and implementation committee and board which will comprise of 3-5 members <br>Further strengthen the youth council <br>- Train more youth on need to join youth council and dairy farming (topics; Sustainable dairy farming Role of youth council/governance)<br>- Elaborate by-laws governing the youth council.<br>- Conduct a monthly headcount program on youths joining dairy farming.<br>Further optimise evening collection (logistics)<br>- Intensify evening milk collection routes <br>- Monthly Follow up on recommendations based on Financial Health Check <br>- Build capacity of local ICT officer to handle system administration management <br>- To procure a system that is able to track milk and give real time report to the office <br>Improve operations and capacity of the 2 milk bars </p>
<p>Mission on professionalising the youth council</p>
|
Rolling out FACT in Vietnam Viet Nam Farmers’ Union (VNFU) was established on October 14 1930. The Union is the organization that gathers encourages educates its members to bring into full play their initiatives actively learn to improve their all facet capacityrepresent care and defend the legitimate rights and interests of membersorganize activities to provide services advice support for member to improve production business and living conditions.VNFU is organized at 4 official levels: national provincial district and commune level.
The proposal is rolling out the FACT training and enhancing the farmer parcipation on policy advocacy and development programs in 7 provinces. Under the project framework it will help to effectively realize the Decision number 673 by the Prime Minister to demand more sustainable local authority’s budget to the FU’s activities and Supporting Fund for Farmers establishement of Centers for Vocational Training and Supporting Farmers as well as to expand the FACT approach in the VNFU system particularly at district and commune level.
Goal is to make VNFU’s policy advocacy stronger and more influential social monitoring and feedback better implemented thus contributing to creating favourable conditions for farmers to develop their products and business. Roll-out FACT in 7 provinces and extract 1 mln euro in public funds for FUs This proposal results in 2016 in:-4 coaching missions (2 beginning of year/2 end of year) to the trained Farm leaders and trainers in using FACT in their own province.-1 FACT Masters Training for 20 best FACT trainers -consultation with members in 7 provinces-conducting participatory research in 7 provinces-developing policy plans in 7 provinces- lobby the provincial district and/or commune governments in 7 provinces
This should result in:-More influence on lower levels of Farmers Unions on government policy -Retrieving public funds for FUs goals and ideas
Results 2017
FACT has been rolled out to 9 provinces in 2017 (total up to 26) leading to total grant and loan mobilized of 2 2 million Euro
Plan 2018
VNFU will start FACT in 3 new provinces and continue roll-out in already trained areas. Agriterra will use FACT trainers from VNFU for other clients. And VNFU is aiming to integrate FACT in their 5 year strategic plan which will be defined at the end of 2018. for this a high-level workshop will be organised with a big group of provincial leaders in Hanoi.
|
Acting Now Ethiopia Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. Key Activities Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities: - Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs. - Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies. - Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services. - Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach - Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text Farmer Organisations and its member farmers
|
Increasing member commitment and production capacity 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 13 000 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 briquette production rice flour and animal feed. The Union hence provides quality seeds to the cooperatives and provides guarantees to farmers looking to access fertilizers on credit. Agriterra is working with UCORIBU on increasing member commitment by organizing visits of farmers to the factory improving financial transparency and organizing coaching activities to increase rice production. Agriterra will support UCORIBU in creating a new marketing strategy using the value creator module a new strategic plan will be developped and we will work on improving financial management and governance.
|
Gearing up for Milk Processing 2019;The project seeks to Raise capital of Ksh 70 Million towards investment in processing. The project also seeks to reduce milk fluctuations through an elaborated sustainable services (training) action plan2020;Olkalou has a 65 000 liters milk chilling capacity and curently collecting 50 000kgs/day. Currently the company has over 16 000 registered milk suppliers who also double up as the shareholders. The active milk suppliers are at average of 6 000 farmers served through over 150 milk routes spread across the county. The company sales both bulk and as packed fresh milk under brand name SWEETA through a subcontract with a different cooperative processor. The rest is sold as chilled milk to processors. The past years has seen Olkalou Dairy steadily increase milk production institute strong internal controls built the right infrastructre and improve leadership amp; management through inclusion and skill development. Olkalou is at a pecking order stage in which its preparing itself for full fledged value addition. Already USD50 000 was secured in 2019 meant for processing. The goal therefore for 2020 is to set up a processing plant grow milk sales by 20% stabilise milk volumes at an average of 52 000 from 49 000 in 2019. Goals in 2019:Collect an average of 50 000kg/day and reduce fluctuationsElaborate 2 business proposals for processingIncrease sales of Sweeta brand by 20% Goals In 2020:- Set up and operationalizing Processing plant- Grow milk sales by 20%- Stabilise milk volumes at an average of 52 000kg/day from 49 000kg/day in 2019. in 2019 the project seeks to;Grow sales of Sweeta by 20% and thereby Improve market position Develop at least 2 proposals with a focus towards financing of processing plant.Enhance governance system within the organisation and further improve decision making Build a financial knowledge base within the staff and board in preparation for processing
Identify key services for farmers and how to further improve/build them.Reactivate dormant members and work towards an average of 7000 active membersWalk-through recommendations of marketing mission align with current organisational goals and ensure all the key staff are involvedIn 2020 the project seeks to;Develop Business plan for processingEstablish a marketing department and hire a marketing manager/officerBasic Financial Management Training for staffImplementation of Sustainable services planDevelop record Keeping books and roll-out record keeping trainings per zones Training of Quality control staff on SOPS hygiene and milk quality
|
Farmers-Focused Transformation Kenya In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”.
In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector.
As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity.
Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate.
At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer
Organisations via quantifiable KPIs that require systematic tracking and reporting.
The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are:
• Goal 1: Support one million farmers through 320 farmers’ organisations.
• Goal 2: 50 million euro mobilised because of lobby and advocacy proposals.
• Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions.
• Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets
and Agri services.
• Goal 5: 10,000 direct jobs supported.
• Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female
leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and Cooperatives
Member Farmers
|
GENERANDO CAPACIDADES PARA LIDERAR MERCADO DE CAFES ESPECIALES DE CALIDAD THIS ACTIVITY WILL NO LONGER BE UPDATED ON IATI.
La cooperativa agraria Unión y Fe la Coipa fue creada el 19 de mayo del 2014 tiene 242 productores del total de sus asociados 206 socios son varones y 34 son mujeres las cuales tienen participación en la cooperativa. Cuenta con 873 hectáreas totales certificadas de las cuales 650.75 son cultivos de café orgánico Fairtrade cultivado bajo sombra asociado con plantas frutales y forestales contribuyendo al cuidado del medio ambiente y cumpliendo con las normas orgánicas.
La cooperativa COOAUNFE es una organización joven pero con buen manejo en la parte productiva y comercial en el transcurso de sus 3 años están demostrando que el haber creado la cooperativo fue un gran paso que dieron los productores de la zona de La Coipa sobre todo para acceder a Mercados especiales que les reconozcan el valor de su producto antes de ser cooperativa la calidad de su café no era bien apreciado por los compradores locales quienes lucraban a costa de los socios.
En la actualidad está compuesta mayormente por productores jóvenes que han apostado por el cultivo de una variedad de café de calidad además les favorece el contar con tierras ubicadas a más de mil metros de altura con lo cual tienen un café que supere los 84 puntos de taza
Por otro lado cuentan con un gerente que es experto en catación de café conocedor de mercados especiales y con buena formación en gestión él además es productor de café en la zona y eso le genera mucho arraigo y liderazgo con los demás socios.
Sus mayores debilidades están en el lado de generar mayores capacidades en su staff contar con mecanismos contables mas fidelignos y modernos procesos administrativos estructurados asi como controles internos tanto administrativos financieros como de control de calidad.Actualmente no tienen un local propio pero los socios están dispuestos a realizar aportes para capitalizar más la cooperativa y adquirir su propio local.
Por el lado del mercado cuentan con clientes que reconozcan la calidad de su producto y que les están comprando con el diferencial FTO + Calidad con lo cual tienen un precio muy competitivo y que obedece a la calidad de taza que están trabajando.
El patrimonio va en aumento y las ventas también han crecido en sus tres años de existencia entonces para apoyarles a seguir con este nivel de crecimiento ellos tienen la necesidad de contar con movilidad propia para el transporte del café contar con un local propio y mejorar la capitalización interna.
Hay una necesidad de mejorar la capitalización interna y apalancamiento financiro para poder pagar con mayor puntualidad a los socios y tener mayor capacidad de acopio y por ende de exportación. El principal objetivo de este proyecto es generar mayor capacidades de gestión empresarial dentro del staff gerencia y miembros del directorio. La cooperativa Unión y Fe cuenta con un alto potencial comercial de exportación debido a la gran calidad del café que producen considerado en la gama de cafés especiales.
Aunque ya cuentan con acceso al mercado financiero este es insuficiente para acopiar toda la producción de los socios por lo que el obejtivo también está encaminado a la capitalizacion interna y fortalecimiento del conocimiento cooperativo por parte de sus socios.
Por otro lado La capacitación en temas financieros el contar con una contabilidad ordenada y moderna ayudará a mostrar información sustentable a la banca solidaria para ampliar líneas de crédito.Finalmente la cooperativa requiere mejorar y ampliar sus instlaciones como el almacén por lo que este es el siguiente pequeño "big goal". Instalacion de una antena para garantizar buen acceso a internet
acceso a internet continua
Capacitación a los directivos y lideres en temas de cooperativismo gobernanza y el modelo empresarial
30 directivos y lideres capacitados
Organizar bajadas a bases para fortalecer el cooperativismo (promover la capitalizacion interna gestion de calidad)
llegar a 15 centros de produccion Desarrollar e implementar un manual de procedimientos administrativos y financieros
manual aprobado en consejo de administracion
Implementar un area contable-financiero
contar con una licencia propia del software contable y un contador interno
Auditoria externa de los Estados Financieros de 2017
Informe de auditoria con opinion sin salvedad presentado a asamblea general
Preparar y capacitar catadores
2 catadores formados
Desarrollar un plan estrategico y plan financiero enfcado en la capitalizacion interna con una metodologia participativa
plan elaborado y presentado a asamblea general
Gira comercial a Europa (ej. Falcon Inglaterra Biofach)
conseguir por lo menos un nuevo cliente vender por lo menos 20 contenedores a traves de Falcon
|
Financial services to dairy farmers (3) In 2014 Agriterra started up its partnership with Imenti SACCO after a positive advice based on company assessment conducted in last quarter of 2014. As part of the company assessment Agriterra facilitated the elaboration of first draft of new strategic plan. This plan was finalised during 2014 and objectives are:
• Recruit 1 000 new members• Training of Board of Directors• Comply to SASRA rules• Develop new loan products• Improve marketing• Decrease current loan defaults• Retain surplus to boost institutional capital to not less than 25%.
Action plan for 2016 is very much linked to these objectives. In 2014 new loan products were developed. In 2015 these products were further tested. In 2016 a translation of the targets is a dashboard should lead to better monitoring of performance of Imenti SACCO in serving dairy farmers in the Meru region. Imenti wants to become a SACCO providing superior financial services to dairy farmers. Input for action plan as discussed with delegation of Imenti SACCO:
Action plan 2016
Indicators and targets for uptake milk + coffee loans
KPI/dashboard workshop
Board training, FM training? Board meeting
Development of a Risk Management framework/ Risk Register (SASRA criterion)Go through strategy and procedures regarding loan in defaults.(based on report Madelon Pfeiffer)
Hire an internal auditor (30 June 2016)
Prepare monthly and quarterly cash flow forecasts. (sent them to Agribusiness advisor) Prepare monthly or quarterly financial reports comparing budget and actuals andcomparing action plan and realisation of the strategic plan and discuss it in theBoard.
New SP before SGM
|
Ingresos para la sostenibilidad financiera a largo plazo ASOHFRUT creada en 1982 es una institución que aglutina a productores de hortalizas y frutas del departamento de Santa Cruz. Alcanzó grandes logros con apoyo de instituciones gubernamentales y no gubernamentales como el BID. Sin embargo los propios miembros permitieron que estos logros se desvanecieran a tal punto que actualmente la institución sobrevive con unos recursos y una estructura mínima .
En 2015 se inician gestiones a partir de la CAO para solicitar el apoyo de Agriterra en el relanzamiento de ASOHFRUT. Así en 2016 se inicia la colaboración desarrollado acciones con el objetivo de consolidar ASOHFRUT para lo cual se definió un plan estratégico del cual se desprendieron acciones para la gestión 2017.
El objetivo ambicioso para 2017 siguiendo las líneas maestras del plan estratégico consiste en iniciar el proceso de planificación e implementación de nuevas fuentes de ingresos para auto-sostener financieramente ASOHFRUT y que generen ingresos inmediatos. Tras la colaboración durante 2016 entre ASOHFRUT y Agriterra que ha permitido poner en orden la organización el objetivo ambicioso para 2017 es iniciar el proceso de planificación e implementación de nuevas fuentes de ingresos como aportes de las asociaciones y la firma de contratos comerciales con empresas privadas para auto-sostener financieramente ASOHFRUT. A su vez se plantea legalizar las propiedades de ASOHFRUT en Samaipata (y a futuro en Santa Cruz) para su potencial hipotecación que permita a ASOHFRUT disponer del capital de operaciones e inversiones necesario para desallorar los proyectos de ingresos autosostenibles. Los objetivos fijados para el 15 de noviembre de 2017 son muy claros: i) haber obtenido la legalización a nombre de ASOHFRUT del activo de SAMAIPATA ii) haber ingresado en cuenta al menos Bs 30 000 en concepto de aporte de los socios y iii) haber ingresado en cuenta al menos USD 1 500 en concepto de ingresos de empresas privadas. La continuidad de la colaboración de Agriterra con ASOHFRUT se supedita al cumplimiento en tiempo y forma de todos estos tres objetivos sin poder eximir de su cumplimiento por problemas ajenos a la organización o fallos y retrasos de terceras partes.
El BHAG para 2017 siguiendo las líneas maestras del plan estratégico consiste en iniciar el proceso de planificación e implementación de nuevas fuentes de ingresos para auto-sostener financieramente ASOHFRUT. Con el cumplimiento de tres objetivos para el 15 de noviembre de 2017:
i) haber obtenido la legalización a nombre de ASOHFRUT del activo de SAMAIPATA ii) haber ingresado en cuenta al menos Bs 30 000 en concepto de aporte de los socios iii) haber ingresado en cuenta al menos USD 1 500 en concepto de ingresos de empresas privadas
La continuidad de la colaboración de Agriterra con ASOHFRUT se supedita al cumplimiento en tiempo y forma de todos estos tres objetivos sin poder eximir de su cumplimiento por problemas ajenos a la organización o fallos y retrasos de terceras partes. Actividades
- Elaboración socialización y votación de una propuesta de aportes societarios por parte de las asociaciones afiliadas a ASOHFRUT
- Búsqueda y negociación de nuevos contratos comerciales entre ASOHFRUT y nuevas empresas privadas
- Elaboración de un Plan para la Prestación de Servicios Sustentables
- Cabildeo en cooperación con la CAO para la certificación de la toxicidad de la producción comercializada supervisado por ASOHFRUT
- Contratación de un profesional de apoyo a las acciones de fortalecimiento
Servicios
- Asesoría de Servicios Sustentables
|
Augmentation de la quantité et amélioration de la qualité du café La CKK a acqui un logiciel comptable SAGE au cours de l'année 2017. Elle a en outre commencé la codification des membres de la coopératives autour des MSL en prélude de la certification Fair Trade et Biologique. Elle désire augmenter la quantité produite et améliorer la qualité du café afin de permettre un accroissement des revenus des caféiculteurs. Au cours de cette année 2018 la CKK envisage livrer 10 conteneurs de café de spécialité sur le marché international Augmentation de la quantitié et amélioration de la qualité du café Le projet de 2018 porte sur les activités suivantes :
- Audit externe 2017 + présentation à l'AG ,
- Contribuer à la codification des caféiculteurs à travers les MSL ,
- Organiser la formation sur la capacitation des agronomes et moniteurs sur les standards Fair Trade et Bio ,
- Contribuer aux activités d'inspection Fair Trade et Biologique ,
- Former les producteurs sur la qualité du café au sein des micro station de lavage ,
- Enregistrer les terrains des MSL au service du cadastre du territoire ,
- Coaching du comptable sur le logiciel
|
Follow-up support for a “Computerized accounting system (SG 50)” implementation Agriterra and ACDIVOCA has been collaborating in the implementation of computerized accounting system for farmers cooperative unions since 2018. Computerized accounting stem has a vital role for continuation of modern accounting record keeping system and implementing of a good management information system and Agriterra believes that unions should be well equipped to deliver on time report for decision making. Under ACDIVOCA FEED II Agriterra was selected to train FCUs on accounting software (Peach Tree) and then follow up to make sure the Feed Manufacturing FCUs were correctly utilizing the software and to assist with any issues they may be facing. Agriterra Ethiopia will conduct one more follow up under the FEED III project. This follow up will take place in the next 6 months. Agriterra will follow up and provide technical support to the 17 high and medium performing feed manufacturing unions in the four regions of Tigray Oromia SNNP and Amhara who have been trained in Computerized Peach tree Software SG -50 This project (the spot coaching and follow up support) will benefit the FCUs to clearly understand and capture the core skills of managing their financial systems. At the end the unions will be able to generate different internal and external financial reports that can be used for decision making purposes. The scope of work to be undertaken by by Agriterra Ethiopia in relation to the project objectives will be providing:Follow up on the overall application and implementation of the Peach Tree accounting system in the 17 high and medium performing feed manufacturing unions located in the four regions of Amhara Tigray SNNP and Oromia.Ensure that all the data transfer from manual systems to the computer is completed and well organized for the 17 high and medium performing feed manufacturing unions.Ensure that all the data transferred to computer for the 17 high and medium performing feed manufacturing unions is correct to generate realistic financial output/report.Ensure Union Staff trained are capable to generate required reports and train others on how to do so.Provide draft financial reports from each FCU to the Feed Project showing a clear feed business status in various aspects (Income statement Gross profits return on investment (ROI)hellip;etc. (data should also include number and type of customers and address amount of raw material and finished good purchase/salehellip;etc. Provide remote support via telephone or team viewer during the project in case of urgency even after the duration of the contract agreement with the project.
|
Effective extension and communication in dairy cooperatives This is a NUFFIC funded project being implemented by KIT (contract holder) and Agriterra (consortium partner) together with BAMSCOS. This training programme will contribute to enhancing food and nutrition security as efficient extension is expected to contribute to overcome 1. inefficient production 2. Post-harvest loss 3. Lack of Food Safety. This project also addresses inclusiveness (SDG 17) by putting specific emphasis in reaching out to women farmers . This post graduation and on the job training will build the capacity of TVET graduated young extension officers that are employed by cooperatives or farmers organisation. These young professions can also inspire rural youth to take up entrepreneurial farming being a role model. As listed in the NUFFIC Kenya Country Plan of implementation OK the TVET institutions have their own limitations that affects the practical qualities of the young professionals working as extension officers in cooperatives. Hence post education training and coaching is needed to support these extension officers in becoming more effective in conveying practical skills to the farmers. This NUFFIC supported projects aims to strengthen the effectiveness of existing dairy extension methodologies by analysing and addressing in a systematic way the effectiveness of extension through improved communication and didactic skills of the extension staff and lead farmers. For BAMSCOSrsquo; growth and realisation of its ambitious long-term plan of adding value to their membersrsquo; produce production and delivery of adequate volumes of quality milk by her members is key. While investing in milk handling facilities BAMSCOS and its members face challenges in realizing stable delivery of milk particularly in the dry season. Members usually suffer a lot during the dry months and total milk production fluctuates to a low of sometimes 6000 litres per day as compared to the targeted processing capacity of approximately 100 000 litres per day by 2022. Fodder production ndash; and thus feed availability- very much depends on rainfall. This poses a serious concern and risks for both farmer members and BAMSCOS as dairy cooperative. Increasing overall and stable milk production throughout the year is thus a key ambition for farmers ndash; improving both household income and nutrition - and the dairy cooperative ndash; creating a sustainable business. To realize this farmer members need to adapt their farming practices and modernize their dairy system fitting the local context. Working towards this ambition and trying to address challenges mentioned BAMSCOS supported by Agriterra has made a concerted effort to build a sustainable and well embedded extension services system to reach out to all its 19 member cooperatives in close cooperation with the local government. It introduced a charge of 0.5 KSh/ litre milk to cover the basic costs of these extension services. It also established a pool of 32 lead -farmers (14 women) to act as local extension ldquo;volunteersrdquo; to support farmers that cannot be reached (yet) by own extension officer staff. Current extension team at union level stands at 3 (2 women) and 9 (3 women) at primary cooperative level. These efforts have resulted in a more systematic and business steered extension services design which BAMSCOS is now implementing. To support the extension efforts BAMSCOS also set up a demonstration field which purpose is to showcase to the members modern ways of establishing maintaining and conserving fodder as well as acting as a training centre for these members. In this way members are motivated to replicate such practises on their own farms in order to address the perennial milk fluctuations. The success of all above efforts is however still limited. On the one hand we realise that for farmers to make the necessary changes and adopt / adapt new technologies these technologies need to be selected and adapted to local conditions they need to be discussed and trained in an open interactive extension mode also allowing issues of farmer change of mind set to be taken into account. On the other hand it is also clear that the design and management of extension service overall needs further review and improvement so that it can really reach the majority of the members men and women Government extension services are hardly reaching the field and other service providers like ours need to fill this gap and advice the members. An important challenge we face in this is to organise our extension to reach many while keeping costs at levels manageable. At BAMSCOS we will also need to focus more on inclusion of women in extension services as they are often not invited for trainings while they perform a lot of the activities in dairy farming. If we can strengthen our extension strategy successfully to focus more on women farmers we expect to be more effective as compared to providing the same services to mostly men. BAMSCOS thus needs a well-trained pool of experienced lead farmers and extension staff ready to take on board and induce systematically new lead-farmers (especially women) to reach out in a pyramid system to at least 10% of the members in one year and realise with them the required increase in milk production. And we need to be able to organise this service within the cooperative in sustainable manner. Explain how the training is linked to the priorities as mentioned in the Country Focus Document or the Country Plan of Implementation (CPI):This training programme will contribute to enhancing food and nutrition security as efficient extension is expected to contribute to overcome 1. inefficient production 2. Post-harvest loss 3. Lack of Food Safety. This project also addresses inclusiveness (SDG 17) by putting specific emphasis in reaching out to women farmers . This post graduation and on the job training will build the capacity of TVET graduated young extension officers that are employed by cooperatives or farmers organisation. These young professions can also inspire rural youth to take up entrepreneurial farming being a role model. As listed in the NUFFIC Kenya Country Plan of implementation OK the TVET institutions have their own limitations that affects the practical qualities of the young professionals working as extension officers in cooperatives. Hence post education training and coaching is needed to support these extension officers in becoming more effective in conveying practical skills to the farmers. The full fledged proposal is uploaded in SPKIT-BAMSCOS Kenya Joint Proposal.pdfKIT-BAMSCOS Budget (1).pdf
|
Crecer en acopio y comercialización de cacao COOPASER Tambopata Candamo es una Cooperativa de nueva creación en el año 2014 con el objetivo de agrupar agricultores propietarios de parcelas en la zona de amortiguamiento en la Amazonía zona con un gran potencial productivo para el cultivo del cacao de aroma fino y realizar una reforestación de la zona. La financiación del cultivo es a través de un grupo inversor Althelia que utiliza como canalización técnico de la inversión a la ONG Aider organización encargada de abastecer de insumos y de dar cobertura técnica a los agricultores para el cultivo del cacao. Por otro lado Althelia ha encargado a AIDER la contratación de la empresa Ecotierra para la gestión de la Cooperativa encargándose de la gerencia y departamento de calidad de la misma. Es conveniente que una vez esté consolidada la Cooperativa estructurar la misma con recursos propios dotando a la misma de personal propio de un software de gestión que sea propiedad de la Cooperativa y de establecer una serie de servicios en la misma que le permita tanto tener ingresos extraordinarios a parte de la principal actividad como darle una mayor identidad frente al socio. Por otro lado hay que realizar a corto plazo una financiación de capital propio en la Cooperativa fortaleciendo la misma ante una posible adversidad que disminuyera las estimaciones de cosecha. Se recomienda una formación continua de miembros de Consejo de Administración Consejo de Vigilancia y sectores de la sociedad que son socios de la Cooperativa como mujeres y jóvenes. Esta formación tiene que dar al agricultor miembro de órganos de gobierno una mayor seguridad en la toma de decisiones sabiendo en todo momento que está cumpliendo con sus obligaciones dentro de un marco totalmente legal.
Coopaser Tambopata Candamo necesita la colaboración de Agriterra para que le realice un plan organizativo y una metodología de trabajo que les permita desarrollar las actividades de la Cooperativa a corto y medio plazo. Para ello se ha de demostrar que la Cooperativa está abierta al cambio y aceptar las condiciones de trabajo de una empresa con una gran capacidad de conocimiento y con profesionales del sector agrícola cooperativo. Se debe tener claro que en una Cooperativa se trabaja por y para el socio que debe ser el primer beneficiado de la actividad de la Cooperativa. Que la Cooperativa ha de mostrar en todo momento un espíritu activo y emprendedor. La colaboración de Agriterra y más en una Cooperativa que es de nueva creación va a contribuir a elevar el potencial existente en la misma. Crecer en acopio y comercialización de cacao SN
Tema
Acción
Resultados esperados
Actividades del proyecto
P.1
Business
Desarrollar un manual de procedimientos para la gestión de Recursos Humanos (incluye perfil para directivos)
Manual aprobado por Consejo de Administración
P.2
Financial management
Replicar la formación en gestión financiera de Agriterra en la cooperativa
16 socios y personal capacitados
P.3
Governance
Desarrollar información relevante para los socios y entregarsela (estatuto reglamentos manual productivo encuesta resumen plan estratégico memoria anual etc.)
Entregar información a los socios trimestralmente mediante bajadas a bases
P.4
Financial management
Desarrollar e implementar un manual de procedimientos administrativos y financieros (incluye TdR y procedimiento para la contratación de una auditoria externa)
Manual aprobado por Consejo de Administración
P.5
Financial management
Implementar software con licencias propias de la cooperativa (sistema contable y Minka)
Contar con licencia propia a nombre a la cooperativa de Nubecont y Minka
P.6
Production
Desarrollar plan de negocios para servicios agrarios (riego asistencia técnica fertilización labores ´culturales´)
Plan de negocios aprobado por el Consejo de Administración
P.7
Business
Participar en un curso de catación de cacao
3 personas capacitados dando preferencia a hijos de socios
P.8
Business
Contratar y preparar personal de benificio post-cosecha
1 persona en planilla
|
Strenghtening Potato Cooperatives in Musanze Rwanda Agriterra has been working with farmers organizations in Rwanda including IMBARAGA since 1998. All projects aimed to “empower farmers’ organizations” to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. In the districts Musanze Nyabihu and Burera the legacy of the previous projects supported by Agriterra is still visible.
Recently Agriterra revised its intervention strategies putting more focus on improving farmers’ cooperatives’ “economic capacities”. Irish potato is among the most profitable crops in Rwanda and Agriterra wants to remain active in this value chain. Many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. Generally however these cooperatives are particularly small in terms of members in comparison with other value chains. Membership often does not exceed 25 farmers but their outreach is often large looking at non-member supplying farmers. In collaboration with IMBARAGA through this mission Agriterra expects to be able to support these small cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases. Cooperative Development in the Irish Potato value chain in Musanze. The partners aim to strenghten the governance and management of the identified cooperatives and the informal GPS’s will be supported in their trajectory to become formal cooperatives.
|
Desarrollo de silos en las filiales de ANAPO La Asociación de Productores de Oleaginosas y Trigo (Anapo) fue fundada el 15 de mayo de 1974 y tiene por misión representar defender asesorar y asistir a sus asociados concentrados en el departamento de Santa Cruz.
La institución ha venido diversificando sus servicios con la finalidad de atender las necesidades y expectativas de sus asociados. Estos están relacionados con temas de: acceso a mercados pago de impuestos abastecimiento de combustible seguridad jurídica mejoramiento de caminos transferencia de tecnología entre otros.
Tras iniciar la colaboración con Agriterra en años pasados en 2017 el Plan de Acción refleja la culminación de aquellas actividades no finalizadas en el Plan de Acción 2016 debido a las adversas condiciones climatológicas que centraron los esfuerzos de la organización en minimizar los peores efectos para los productores asociados.
A su vez debido a las fortalezas de ANAPO se comienza en 2017 la colaboración con sus asociaciones afiliadas prosiguiendo el trabajo de2016 cuando se realizó un estudio de viabilidad para la construcción de silos de almacenaje en dos de sus filiales. En 2017 se procederá a realizar el proyecto en diseño final en ambas filiales así como realizar un taller de lecciones aprendidas en el proceso de desarrollo de los silos a una tercera filial para una posible implementación futura. El BHAG para 2017 consiste en desarrollar los proyectos de construcción de silos en dos filiales asociadas a ANAPO e iniciar el proceso de socialización en una tercera filial para conocer el posible interés en construir silos. Actividades de Proyecto-Elaboración Plan Estratégico y Financiero Institucional 2018-2022
-Desarrollo del pensamiento estratégico
-Compartiendo Lecciones aprendidas del Desarrollo empresarial de las filiales de Anapo con la Filial de Cuatro Cañadas
-Desarrollo del proyecto en diseño final para la implementación de silos de acopio en la Sociedad Comercial de Productores del Norte Integrado
-Desarrollo del proyecto en diseño final para la implementación de silos de acopio en la filial San Julián Servicios-Taller de gestión de costos de producción-Taller de gestión financiera básica
-Taller de gestión financiera estratégica
- Misión de intercambio a CAPECO (Paraguay) y red INBIO
|
Améliorer la mise en marché du riz blanc de qualité en quantité au Niger Créée en 1998 l’union de coopératives de producteurs de riz compte aujourd’hui quatre coopératives membres totalisant à la base 2478 producteurs dont 35 productrices. L’activité principale de cette union est la transformation du riz paddy et la commercialisation du riz blanc. En effet Compte tenu de problème de commercialisation du riz paddy la FUCOPRI structure d’affiliation de cette union a réalisé une étude de faisabilité d’installation de mini rizerie en 2016. Malgré les résultats défavorables de cette étude l’union de Say a été candidate pour le projet pilote d’installation et d’exploitation d’une mini rizerie. C’est ainsi que la Mini-rizerie de Say (MIRISA) a été installée et mise en exploitation en 2017. Cette mini rizerie est une unité de transformation dirigée par un comité de gestion composé de neuf membres dont deux représentants de la FUCOPRI trois représentants de l’union et quatre représentants de quatre coopératives membres de l’union. Le montage institutionnel est de telle sorte que les membres sont des actionnaires. Elle a sous sa coupe un gérant et deux meuniers. La minirizerie produit du riz blanc et le vend sur les marchés. La quantité totale vendue l'année dernière s’élève à 271 768 32 kg.Les instances de l’union des coopératives l'assemblée générale le conseil d'administration et le conseil de surveillance. L'objectif du projet est de renforcer les capacités commerciales et de gestion stratégique de Mirisa afin d'améliorer l'activité principale de la coopérative qui consiste à commercialiser du riz blanc en grande quantité et en qualité. Recruter un comptable pour décharger le gérantRenforcer la capacité technique du gérantDévelopper un plan stratégique contenant le plan financier (p.e. budgétisations plan d’investissement flux de trésorerie futur)Réalisation d’audit financierFormation sur la gouvernance gestion financière et le marketing
|
Improving Service provision to members. <p>Currently Lemlem FCU has 23 member primary cooperatives representing 21 951 (M=17 045-78% F=4 906 22%) smallholder farmers in the Welkait wereda. The membership base of the union has increased by 340% (increase in member PCs) in the last 11 years. Nonetheless the union's performance is not well aligned to increasing number of member cooperatives. The union never had a strategic plan and annual activities were not well aligned to strategic direction. In 2016 Lemlem Welkite FCU was supported by Agriterra to a new visioning and strategic planning process that would provide direction for fiscal years 2016/17-2020/21. On the basis of the strategic plan direction the following action plan has been crafted. Under organization the union is weak in distributing goods to members based on their demands. A new demand- driven distribution system will be introduced. Due to less access for finance and weak equity finance its annual operations are impaired in scope. Thus this action plan has made boosting internal equity as one core activity. The action plan also focuses to address the capacity issues at PC level. Based on the strategic plan direction business expansion activities such as honey production and processing will be instigated. depending on the global market for both natural gum and sesame an effort will be put to engage the union in export markets. To address the output market finance the union will also pilot CBM (commission based marketing) with few selected members.</p> <p>To Introduce new distribution system increase Marketing output of sesame to 15 000 quintals Increase equity by 0.5 million and export 380 MT.</p> <p>- Using an assessment tool 11 Pcs have been assessed to identify their main gaps. After the assessment result a reflection workshop has been organized to discuss the findings and propose solutions. Based on the proposed solutions the following intervention is developed. To deliver the intervention 3 capacity builders in different discipline will be recruited to spend most of their time coaching and capacitating the PCs.</p>
<p>-To expand its business unit and lessen the dependency on sesame which is highly volatile and beyond the realm of control. The union needs to examine & diversify into possible investment opportunities by developing strategic plan and feasibility studies. </p>
|
Developing a clear Strategic Plan Wassa-East District Cocoa Cooperative Farmers and Marketing Union was established in 2011 and is into the production of certified cocoa beans. The Union is made of 2875 individual farmers organized in 57 primary cooperatives. Their total production volume has been around 3.400MT - 4.800MT in the last two seasons. However they are unable to sell all volumes as fairtrade beans thereby loosing income from premium. Also the Union has a lot of plans which are to become the best producer of cocoa beans in terms of quality and quantity to provide adequate extension services to members to establish a commerical business aside cocoa production and to become a Licensed Cocoa Buying Company in the long-term. Currently the union does not have a clear strategic plan towards achieving these goals. The union wants to collaborate with Agriterra to assist them in strengthening their union and their 57 primary cooperatives. For this year the union would like to develop a strategic plan for the next 5 years to serve as a guideline in its further development. Also the union wants to get more buyers for their cocoa beans and improve its financial management practices through hiring a qualified accountant. The goal is to develop a strategic business plan and update membership registration for all the 57 primary cooperatives This is the introduction year of the collaboration between Agriterra and WECU. For this year the focus will be developing a BHAG and a clear strategic business plan in consultation with the 57 primary cooperatives of the union. As part of professionalizing the cooperative union an accountant will be hired to oversee the financials of the union there will be proper documentation of constitutions sustainable workshop will be give and basic financial management training as well.
|
Mobilize capital for completing construction of dairy processing plant 2020In 2019 the union completed installation of machineries and equipment of dairy processing plant. The union received loan of Rs. 33 million from National Cooperative Bank. The union needs to generate working capital for the operation of the plant. The union designed and registered brand name “Posilo” for its product. The milk product processing guidelines were prepared in 2019. Until now the union has collected fresh milk from its member organizations provided chilling services and delivered to the dairy processing unit. With the operation of the plant in Q1 of 2020 the union will produce yoghurt butter ghee condensed milk and paneer and do marketing in Kathmandu valley. The union has set goal for sales turnover of Rs.150 million in 2020. The proposed activities on 2020 has been developed as extension of action plan 2020 by discussing with BoD and management team to cope the challenges on generating internal capital develop capacity on product diversification and support the marketing of the dairy products.2019In 2018 LDMPCUL completed the processing factory building with NPR.30 million grants from government and NPR 16 million from own equity. There is still capital requirement of NPR 31 million for completion of the processing facility. LDMPCUL also needs to generate financial resources for working capital. There was little progress to generate internal capital from members. Only 5 primary cooperative members out of 54 have shown committed to put share of each NPR.0 1 million. The proposed activities on 2019 has been developed as extension of action plan 2018 by discussing with BoD and management team to cope the challenges on generating capital from internal and external sources and prepare for marketing of dairy products. LDMPCUL has set target to access external loan of NPR.30 million and increase equity for working capital. In 2019 LDMPCUL has planned to complete installation of equipment and machinery and start operation of dairy processing factory.2018The cooperation of Agriterra with LDMPCUL started on May 2016 with cooperative assessment. Agriterra supported LDMPCUL in developing a strategic plan and strengthening institutional capacity within the cooperative and financial management. LDMPCUL has developed a 10 years business plan which gives clear overview of consumer demands sales channels product diversification marketing strategies and capital requirement. The total estimated capital requirement for completion of dairy processing plant is NPR 70 million. Out of which LDMPCUL received NPR 20 million from government and it is yet to receive NPR 9 million from the government. So far LDMPCUL generated NPR 16 million from own equity. There is still a remaining capital requirement of NPR 31 million for completion of the processing facility. On top of that LDMPCUL also needs to generate financial resources for working capital. LDMPUCL should ensure the commitment from primary cooperatives for delivering of enough milk so that the processing facility run in optimum capacity. The proposed action plan for 2018 has been developed based on results achieved in 2017 and discussion with BoD and management team to cope the challenges on generating capital from internal and external sources. The proposed activities are expected to generate NPR 40 million from internal capital and external financing in 2018. The proposed activities also provide guidelines for operation of the dairy processing plant. 2019In 2019 LDMPCUL has set goal to complete installation of equipment and machinery and start operation of dairy processing factory.Sub Goal 1: Increased members committed and provided capital to LDMPCULSub Goal 2: Financial institutions provided NPR 30 million capital to LDMPCULSub Goal 3: Prepared for branding and marketing of dairy products2018The expected outcome is to generate NPR 40 million from internal capital and external financing in 2018.The following goals are sets to achieve the expected outcome.Goal 1: Increased members committed and provided capital to LDMPCULGoal 2: Financial institutions provided required capital to LDMPCULGoal 3: Insitutional capacity development on developing i) Manual on milk processing and quality management developed ii) strategic financing Plan in line with the specific needs of LDMPCUL and iii) financial management capacity on analysis financial statements and preparing budget. 2020The union has set goal to operate the dairy processing plant in Q1 of 2020 and produce yoghurt butter ghee condensed milk and paneer. The union will do marketing of dairy product in Kathmandu valley. The union has set goal for sales turnover of Rs.150 million in 2020. 2020The union has objective to produce yoghurt butter ghee condensed milk and paneer and marketing in Kathmandu valley.Sub Objective 1 : Prepare documents for operationalize the dairy processing plantActivity 1.1 Review and revise 3 years dairy business planActivity 1.2 Develop operational and cleaning manual of dairy processing plantActivity 1.3 Develop market policy and brochureSub Objective 2 : Promote dairy marketingActivity 2.1 Conduct promotional campaign of the dairy productsSub Objective 3 : Develop capacity on product diversificationActivity 3.1 Training on yoghurt productionActivity 3.2 Training on paneer productionSub Objective 4 : Strengthen institutional capacity on governance and financial managementActivity 4.1 Meeting on increasing internal capital among BoD membersActivity 4.2 Exchange visit to Kamdhenu Dairy Producer Cooperative SunsariActivity 4.3 Mid and final workshop on progress update and develop implementation planActivity 4.4 Submit audit report of 2019/202019The overall objectives of 2019 are to generate capital for the completion of construction of dairy processing plant and develop branding and marketing plan.Specific Objective 1 : Generate Internal capital Activity 1.1 Communicate with member cooperatives (committee / board) about dairy processing plant and investment needsSpecific Objective 2 : Access NPR 30 million loan from external sourcesActivity 2.1: Submit proposal to five financial institutions and concerned government organizations Specific Objective 3: Develop branding and marketing planActivity 3.1 : Workshop on Branding and Marketing of dairy products2018The overall objectives of 2018 are to generate capital for the completion of construction of dairy processing plant and develop institution capacity for operation of the plant.Specific Objective 1 : Generate Internal capitalActivity 1.1 Conduct workshop with BoD and management team on preparing documents for internal capitalizationActivity 1.2 Prepare agreement/ documents to collect capital from membersActivity 1.3 Communicate with member cooperatives (committee / board) about dairy processing plant and investment needsSpecific Objective 2 : General capital from external sourcesActivity 2.1: Workshop to share the business plan with financial institutions concerned government organizations and support organizationActivity 2.2: Submit proposal to five financial institutions and concerned government organizationsSpecific Obective 2: General External CapitalSpecific Objective 3: Develop institutional capacityActivity 3.1 Training on preparing milk processing and quality management manual/guidelinesActivity 3.2 Coach board members management team and financial staff on financial managementActivity 3.3 Mid and final workshop on progress update and develop implementation planActivity 3.4 Submit audit report of 2017/18 and discuss results with Agriterra BAActivity 3.5 Exchange visit to Dumarwana Dairy Producer Cooperative Bara and Annapurna Dairy Producer Cooperative ChitwanActivity 3.6 Participate on strategic financial management training
|
Building a powerful and cost efficient dairy cooperative in Kuningan Dairy cooperative KPSP Saluyu Kuningan was
established in 2006 as a result of bankruptcy of large dairy cooperative
called Dairy Sri in Kuningan region. The cooperative split up in three smaller
groups of which two cooperatives and one farmer group. The competition is
fierce. Milk collection centers are lined up all three next to each other.
Farmers also use this to try to get the “best” deal. Competition is mainly
about the milk price relation with the vet/paramedics and loan facility.
The cooperative produces good quality milk due to e.g. the good infrastructure
with cooled milk collection centers. Payment system is transparent with clear
overviews produced on a monthly basis during payment. Also each cooperative
member receives financial overview of the cooperative before the GAM.
Challenges of the cooperative are on the strategy to be followed. Aim is to
build a strong financial stable cooperation which operates cost efficient. The
cooperative invest in cooling tank to increase the milk quality and improve the
improve the cost efficiency.
As both board and staff haven’t received any training except for some
government training financial knowledge could be further improved. As a result
They have been adopting knowledge got from Agriterra about governance
finance and cooperative. They have also been adopting specific applications:
zahir for financial system and access for database management.
In 2018 The cooperative has ambition to
develop new business mozzarella. The annual margin growth is stagnant so that
they expected that this strategic initiative will improve its margin. As the
raw material to produce the mozzarella requires higher quality of milk the
quality improvement of the milk is also their focus this year. 1.
Increase quality of milk
2. Establish mozarella production unit and
its market access
3. Updated strategic plan
4. Increase income of farmers members
5. Improve management system (especially on
finance and members management)
6. Youth council operationalize During the assessment the board supervisory board and management seem very open in providing the information. It was clear that they would like to move forward and wanted to make a success of the cooperative. Although most of them are linked to the previous/former cooperative they seemed to have learned from this and do whatever they can to make the cooperative transparent.
One of the criteria from Agriterra for support is that the cooperative should have minimal 1 000 farmers. Although this is not the case for Saluyu it was decided beforehand that this criteria in this case should not be taken into account in view of the relation with Friesand Flag.
The project plan implemented since May 2015 to be directed to improve their management system improve cost efficiency and increase quality of milk.
In 2018. The cooperative has ambitions to improve its margin by developing new-product of mozzarella and increasing the quality of milk and its consistency. To realize it Agriterra give recommendations to the cooperative to:
- conduct audit financial year 2017
- develop business plan of mozarella
- explore the access to finance
- conduct internal capitalization training
- develop marketing plan of mozarella
- conduct milk tester training
- continue the establishment of youth council
|
Cooperative Development in Irish Potato Value Chain Agriterra has been working with farmers organizations in Rwanda including IMBARAGA farmers’ organization since 1998. All projects aimed to “empower farmers’ organizations” to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. In the Northern part of Rwanda (Musanze Nyabihu Rubavu and Burera districts) the legacy of the previous projects supported by Agriterra is still visible.
Recently Agriterra revised its intervention strategies putting more focus on improving farmers’ cooperatives’ “economic capacities”. Irish potato is among the most profitable crops in Rwanda and Agriterra wants to remain active in this value chain. Many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. Generally however these cooperatives are particularly small in terms of members in comparison with other value chains. Membership often does not exceed 25 farmers but their outreach is often large looking at non-member supplying farmers. In collaboration with IMBARAGA through this mission Agriterra expects to be able to support these small cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases.
Since November 2016 Cooperative Business Advisor at Imbaraga Mr. Benoit Mutabazi has been screening various small sized potato cooperatives in the districts of Musanze and Burera. After an extensive scoping exercise together with Agriterra 10 cooperatives were selected to be part of Agriterra and Imbaraga portfolio concerning the cooperative development project of 2017. The proposed actions and choices are made. The Irish potatoes cooperatives need to be assisted to increase productivity improve the financial management and build business partnerships. The goal of the project is to increase the Irish potato production of the members improve financial management of the potato cooperatives and build business partnerships. See actionplan
|
Professionalising the cooperative business know-how in VNFU Viet Nam Farmers’ Union (VNFU) was established in 1930. Its position is recognized in the Constitution of Vietnam 2013 and is recognized as playing a key and central role for farmer movements and new rural construction. It is organized at 4 official levels: national provincial district and commune level. Under the commune level VNFU is organized into branches and under the branches VNFU is organized into groups. At present VNFU has over 10.5 million members working in various sectors such as agriculture forestry fishery salt-making handicraft and small industry services.
For the last years VNFU has tried to implement many various activities to provide services for farmers and support farmers to work together through collective economic forms (cefs) such as Coops CGs.
In May 2015 the Prime Minister agreed to support VNFU in developing collective economic models and to support VNFU to mobilize other financial resources to implement this program. The prime minister also agreed that VNFU is an actor in the national trade promotion program. This is an important legal basis for VNFU to implement their task.
VNFU developed the proposal on “Enhancing participation of cooperatives and other collective economic forms in markets and value chains”. VNFU would like to request Agriterra for its supporting to implement this proposal.
Goals-Raise awareness interests of farmers various stakeholders on necessit yto develop cooperative models-Improve capacity of cooperatives in business development financial management and governance.-Improve supporting capacity of VNFU staff to support the development of cooperative models Increase cooperative business skills awareness and training in VNFU Goals-Raise awareness interests of farmers various stakeholders on necessit yto develop cooperative models-Improve capacity of cooperatives in business development financial management and governance.-Improve supporting capacity of VNFU staff to support the development of cooperative models
Activities 2016:- Organizing workshops on collective economic forms to raise awareness and understanding of the staffs leaders of VNFU local authorties relevant organizations and farmers (My.Coop and roll-out).-Develop and pilot a good business plan format for cooperatives and internal appraisal system for VNFU of business plans
-Piloting Marketing training in VNFU-Support coach and capacitate the staff and leaders on lower-level in supporting cooperatives in 3 pilot areas.
Activities 2017
- Organize MyCoop training and MyCoop ToT for 3 provinces
- Adaptation of MyCoop training (materials and agenda)
- Coaching rolled out MyCoop trainings in 3 provinces
Results 2017
VNFU focused on improving their services toward farmer groups well preparing them to upscale to cooperatives by increasing awareness on cooperative principals through adaptation and provision of MyCoop in 3 provinces representing North Central and South. More than 10 MyCoop trainers have been trained and practiced so far.
Plan 2018
VNFU will provide MyCoop to large number of cooperarives in Son La a piority province in the North highland via SLFU and continue rolling out MyCoop further to reach more farmers and cooperatives.
|
Geodata Pilot Agriterra's strategy on ICT and cooperatives linking between ICT providers and cooperatives
Motivation
ICT and finance play a vital role in food productivity and income. During a visit to the 'Geodata for Inclusive Finance and Food' conference in February 2017 (by NpM Netherlands Space Office and Rabobank Foundation) we saw many initiatives on Geodata and many suppliers of ICT solutions to agriculture.
Most projects give partial solutions on one aspect of the agriculture production cycle (eg. soil analysis weather information plant disease analysis financial analysis). They usually need a considerable of labour input for data collection and communication with end users. Time and again they lack possibilities to bring the solution to scale due to lacking profitability.
All solutions for agriculture based on new technology encounter a central difficulty in identifying the unique farmer and his/her location. Additionally the grid of the geodata is still not that advanced that small farmer plots can be located from space. Agriterra works through agricultural cooperatives and farmers organisations. Agriterra would like to know the state-of-the-art suppliers of solutions to agriculture using ICT and/or geodata and specialized software as they are in the market and cover together most aspect of the production cycle and crop chain.
We think there are possibilities to bundle solutions as provided by service providers and supplying and off-taking companies in the chain and chain partners themselves into a profitable business plan.
Agriterra is not yet familiar with the possibilities but we see the urgency and need to start to work in this area as well to improve the livelihood of the smallholder farmers. We would like to introduce these new ICT technologies via Agriterra to the cooperatives and farmer organisations who we work with.
Which IC Technology suppliers can we work with? in order to reach all our farmers in the 14 focus countries of the current Agriterra programme. Therefore we would like to get an insight in the the potential sources and providers of geodata big data and agricultural applications in order to know which suppliers are best suited to work with as Agriterra to reach our goals.
https://agriterraindewolken.sh... Get an insight in the the potential sources and providers of geodata big data and agricultural applications in order to know which suppliers are best suited to work with as Agriterra to reach our goals. Market linkages between ICT innovators and coops. 2017 Work group:
1. inventarisation
- intern Matty Vink
- 'make agriculture measurable' presenatation Summit Elspeet. Susanne Coolen Recommendation: start small not top down.
2. networking
3. pilot
2018: pilot SoilCares (see article attached). Bertken de Leede Susanne Coolen
2019:
- paided assignment GIZ following SoilCares pilot Bertken de Leede
- ongoing market linkages Susanne Coolen + BAs
|
Le renforcement de la base de la coopérative SOPACDI Agriterra et SOPACDI travaillent ensemble pour renforcer la base de la coopérative dans le domaine de la gestion financière la gouvernance la production et le développement des affaires commerciales. Afin de préparer l'organisation pour l'avenir SOPACDI sera se orienté sur les principes des unions des coopératives. Agriterra a commencé l’appui de la SOPACDI à la fin de l’année 2016 avec une vocalisation sur l’amélioration de la gestion financière et la transparence. SOPACDI a invité une expert-comptable qui a fait un audit des dernières années et l’organisation a démarré les démarches nécessaires de clarifier son statut légal. En 2017 l’audit sera présenté à l’Assemblée Générale et les activités prévue dans le plan d’action s’agissent une étude sur les avantage de devenir une union des coopératives l’approfondissement de la transparence et l’amélioration de la planification des affaires. La SOPACDI est une coopérative des caféiculteurs situé dans la village MINOVA Province du SUD-KIVU RD CONGO. L’organisation est établie en 2003 comme organisation paysanne et enregistrée au 30 janvier 2015 comme Société coopérative. SOPACDI a une base de membres avec 7.656 personnes (2015) mais la plus part des membres ne payent pas leurs parts sociales. Maintenant tout le café de SOPACDI est certifié Commerce Équitable et
Biologique (Organique).
L’organisation a expérience une diminution des ventes en 2015 et 2016 parce que elle a décidé d’arrêter le convenu avec TWIN. SOPACDI a un potentiel de vente de 2.000 tonnes de café vert et d’exportation de 110 conteneurs par an mais la coopérative opère actuellement à 15% de son potentiel.
|
Acting Now for Food Security and Resilient Food Systems Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. Key Activities Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities: - Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs. - Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies. - Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services. - Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach - Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text G0103 objectives description Farmers' Organisations and its member farmers
|
Contabilidad fiable y patrimonialización sustentable La Asociación de Productores de Alcalá Sopachuy El Villar y Tarvita (ASOVITA) nació en 2004 impulsada por la iniciativa de tres asociaciones de Chuquisaca centro: APA APAFAM y APROCMI a la que en 2006 se unió APASTA. ASOVITA fué concebida como un proyecto de la fundación ACLO (Acción Cultural Loyola) para ingresar con marca comercial la producción agrícola de los asociados a las cuatro asociaciones afiliadas en el mercado con productos transformados de calidad y valor agregado.
Actualmente la marca de ASOVITA está posicionada en el mercado local donde es un referente en ají y se está expandiendo dentro de las principales ciudades del eje central (La Paz Cochabamba y Santa Cruz de la Sierra) con una oferta diversificada que además de ají incluye amaranto api y tojorí en diversos formatos.
La expansión comercial presenta oportunidades de crecimiento y diversificación que pueden ser beneficiosas para ASOVITA las cuatro asociaciones afiliadas y sus productores siempre que se potencien las fortalezas (marca y calidad) a la vez que se corrigen las debilidades (deficiente sistema contable-administrativo inexistencia de políticas institucionales y comerciales y falta de capital circulante y de inversión) para poder enfrentan con solvencia las amenazas del entorno (nuevos competidores). El BHAG es: Consolidar instrumentos y sistemas de gestión contable administrativa-financiera control interno y plan de patrimonialización de ASOVITA que permitan a la Organización incrementar sus beneficios actuales en 100% sobre la situación actual Actividades de proyecto
Contratación de un contador a tiempo completo para ASOVITA y sus cuatro asociacionesImplementación de un programa contabilidad integrada por módulos (operando a final de año al menos en el módulo de contabilidad)Asistencia de cuatro miembros de ASOVITA al Taller de Gestión Financiera Básica y obtención de certificados de asistenciaAuditoria Externa de ASOVITA para la gestión julio 2016 - junio 2017 con dictamen final del auditorElaboración socialización y aprobación en Asamblea Extraordinaria del Plan de Patrimonialización de ASOVITA
Servicios
Asesoría de agripooler experto para la Formulación del Plan de Patrimonialización de ASOVITA que incluya los objetivos SMART a alcanzar un cronograma de las acciones a realizar para cumplir los objetivos y una propuesta de financiación de las acciones mediante la reinversión de beneficios retenidos por ASOVITA y fuentes de financiación externa bancaria (1 semana de trabajo)Consultoría para la elaboración de la auditoría externa de ASOVITA para la gestión julio 2016 - junio 2017Taller de Gestión Financiera Básica para 4 personas de la entidad (5 días de trabajo)
|
Expansión de Servicios Sustentables La Asociación de Avicultores de Santa Cruz (ADA) es una institución gremial sin fines de lucro fundada en 1971 constituida por personas naturales y jurídicas dedicadas a la crianza de aves para la producción de carne a la cría de aves para la producción de huevos de consumo a la cría de aves reproductoras para la producción de pollitos y/o pollitas bebé e incubación de huevo fértil. La organización representa a 183 avicultores individuales y 103 socios de la Cooperativa Agrícola San Juan de Yapacaní (CAISY Ltda) que comprenden aproximadamente el 90% de la producción avícola departamental y el 60% de la producción avícola nacional.
ADA disfruta de una elevada estabilidad económica y política enmarcada en un escenario favorable de elevado crecimiento del sector avícola departamental. El principal reto que enfrenta la asociación es la relativa inmovilidad en el desarrollo de sus servicios auto sostenibles una aspiración compartida por los productores gerencia trabajadores y directorio de ADA pero cuyos objetivos no han sido alcanzados. Estos servicios comprenden la planta de alimento animal y los laboratorios de patología aviar y de bromatología aviar. El objetivo principal es potenciar los ingresos provenientes de los actuales servicios prestados a los asociados: servicios de laboratorio y los insumos de la planta de alimentación animal.
En el año 2017 se iniciará con la planta de alimentación apoyando la elaboración de un proyecto de inversión para la expansión de la planta y en la búsqueda de entidades financiadoras. En el empeño de apoyar las acciones dirigidas al desarrollo de las fuentes de ingresos auto sostenibles y reforzar el papel de ADA como organización avícola líder a nivel departamental y nacional durante el año 2017 Agriterra apoyará las siguientes acciones:
· Elaboración de un Plan Estratégico Institucional
· Elaboración de un proyecto de inversión para la expansión de su planta de alimento avícola
· Visita de prospección a un laboratorio de referencia y desarrollo de talleres internos en la política de calidad ISO 17025
· Elaboración del Manual de Funciones y del Manual de Operaciones
· Reforzar el fortalecimiento organizativo mediante un Taller de Gestión Financiera Básica un Taller de Gestión Financiera Estratégica y un Taller de Control Interno y Vigilancia
|
Asia - 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. 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:(1) implementation of the Basic Financial Management training (2) expansion to the new appointed program countries Vietnam Nepal China (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.
|
Reduction des risques financiers Contexte des actions proposeacute;es et choix reacute;aliseacute;s: la CECAFEP figure parmi les institutions financieres qui octroient les creacute;dits aux entrepreneurs agricoles et concervent leurs eacute;pargnes dans un contexte socio-eacute;conomique caracteacute;riseacute; par plusieurs risques financiers.Chaque membre du groupe de creacute;dit solidaire devra ainsi exprimer son engagement sur la lettre de demande de creacute;dit et un systeme dassurance deacute;ces est a instaureacute; dans la politique deacute;pargne. Les eacute;tats financiers sont auditeacute;s et les comptes sont certifieacute;s.Le rapport est preacute;senteacute; dans lAG Les fiches standardiseacute;s de demande de creacute;dit sont viseacute;s par tous les membres du groupe solidaire en vue de se repartir le risqueUn plan de communication est disponible Une politique deacute;pargne est disponible et le systeme dassurance deacute;ces est fonctionnelChaque agent du creacute;dit connait son role speacute;cifiqueLe logiciel est mis en jour avec des nouvelles fonctionnaliteacute; Les produits financiers speacute;cifiques aux jeunes sont definis Audit externeRenforcer la formation des groupes solidaires sur le creacute;dit solidaire et eacute;ducation ccopeacute;rative sur les nouvelles dispositions de garanti collective deacute;ja deacute;finies.Elaborer le plan de communication Ateacute;lier de mise a jour de la politique de creacute;dit eacute;laboration politique depargne et deacute;finition des modaliteacute;s dassurance decegrave;sReunion pour la mise a jour des MAPAF et du ROI pour speacute;cifier les roles de chaque agent de creacute;ditMise en jour du logiciel et connexion Mobile Money Atelier de concertation avec les jeunes pour eacute;tablir les produits financiers a leurs besoins speacute;cifiques.
|
East Africa - Scoping missions and assessments 2016 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. This vision has become almost undisputed the mechanisms are understood and the mission derived from it the strengthening of farmers’ organizations is the only logical one. The approaches (advocacy entrepreneurship and bankable co-ops) have brought an excellent focus onto the work of Agriterra. This has been achieved over two decades in which the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way Agriterra has been able to fulfil its mission.
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 no longer on capturing funds to grant to farmers’ organizations. Instead it focuses 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 adjusted strategy of Agriterra required to take a close view on the quality of the current client portfolio. For this reason screening of all clients took place and as a result it was decided that more than 50% of the clients needed to be phased out leaving a rather limited group of clients that did meet the conditions for future support.
Next to Kenya Uganda Ethiopia Peru Tanzania and Indonesia Agriterra is also preparing local presence in Zambia Burundi Rwanda DRC Nepal Vietnam China and Bolivia. These countries have been selected as program countries for Agriterra for the coming years. 80% of resources (financial and human) will be targeting farmer organisations and cooperatives in these countries. T
The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to East Africa 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. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to East Africa 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
|
AgriCord - Activities linked to the Central office AgriCord has a board a project committee and an ME work grouup. Agriterra is member of AgriCord an will be present in meetings organised by AgriCord.
Project Committee is operational (procedures recommendations) for screening all support to PO's by agri-agencies. • Update PC membership update PC procedure advice the board. • AgriCord coordinates and chairs the regular PC meetings including 2 physical meetings.All agri-agencies give support to the content of “Evidence of Impact”.Activated General Assembly incl. extra-ordinary meetings public and linked to the Farmers Fighting Poverty Steering Committee.• one ordinary and one extra-ordinary meeting of the General Assembly on the “dialogue” principle on the basis of inputs from developing country farmer leaders.• upon conclusions of General Assembly update “Farmers Fighting Poverty”
Meetings of the ME work group are included in Task 14 project. Ensure the presence of Agriterra as an agri-agency to all AgriCord meetings to support strength and institutional development of AgriCord and its members
|
Sustainable supply for Wheat Flour Factory Branding products Raya Wakena Farmers' Cooperative Union is established in March 2004 as a Cooperative Union with 9 legally registered primary cooperatives. Currently the union has 73 primary cooperative members. The union has establihed wheat flour factory in 2017 and will have a plan to purchase 240 000 quintal of wheat for the year 2018. In order to accommodate the demanded wheat the union wants to strengthem his relationships with PC's to have sustainable supply of Raw Materials. Raya Wakena is a graduated/Advanced client of Agriterra on 2018 and will continue work with Agriterra without any budget support i.e. focus only on selected advisory servises. The aim of 2018 AP focuses on two main activities. having sustainable supply of raw materials( Wheat) for Wheat flour Factory and planned to buy more than 100 thousand Quintal of wheat from member farmer organizationsdevelop a marketing strategy as a guideline to run the organisation and increase volume sales of Wheat Flour Branding the product through producing good competitive product Increase and improve the volume and quality of wheat flour. increase the board and management capacity on strategic decision making issues through financial management. improving the role of supervisory committee members in the organization activities by delivering supervisory training.developing a real and customized marketing and branding strategy through agripool mission improve the capacity of wheat flour factory by conducting quality control agripool Koopman mission.
|
Joint Trainings and Events Burkina Faso The project includes various advisory services and events that aim to:-develop a team of well trained national BAs and French speaking Agripool experts from the West Africa Region-hold basic trainings for (potential) clients from the region in cooperative management and governance finance and marketing-create a regional french speaking team of agripool experts 1. National BAs from French Speaking West African countries and national Agripool experts trained in Training and Facilitation Methods general2. Clients and other partners in Burkina Faso have received 2-3 trainings related to cooperative management finances and marketing3. A national and regional French Speaking Agripool Network has been established and has become operational by the end of 2020 27-31 January 2020 Training of Trainers My Coop with BAs and Agripool experts from Burkina Faso Cote dIvoire and Niger3-7 February 2020 My Coop Training for at least 2 Cooperatives in Burkina Faso with participation of potential Agripool Experts from Burkina FasoTraining Financial Management
|
Marca país - Bolivian natural beef - Continuando con el fortalecimiento de la trayectoria FACT iniciada el año 2017 el proyecto focaliza sus esfuerzos en el posicionamiento de la carne vacuna boliviana en mercados internacionales para apoyar las recientes medidas de liberación irrestricta de exportación de los excedentes de carne. Paralelamente se consolidará el servicio de seguimiento y control de movimiento de ganado. BHAG: Hasta octubre de 2018 dejar establecida y en pleno funcionamiento la Mesa de carne boliviana Posicionamiento de la marca país "Bolivian natural beef" (Establecimiento de la Mesa de la carne boliviana Definidos estructura reglamento de la Mesa de carne boliviana,Desarrollados estándares de la marca 'Bolivian natural beef Formulado el Plan Estratégico 2018-2022 de la Mesa de carne boliviana)Software de Manejo de Actas de vacunación de Aftosa y otras enfermedades: Implementado en 32 asociaciones a nivel departamental que trabaje online y offlineSoftware del Sistema de gestión contable integrada vinculada con los FEGASERVICIOS: implementado en FEGASACRUZ balance de apertura del sistema contable al 01/01/018 implemento y en operación plena (100%) de los módulos operables.Hardware y software de registro de marca: Desarrollado adquirido implementado en la oficina de registro de marca de FEGASACRUZ y en funcionamiento.
|
Incrementar el acopio de la fruta de palma <p>La cooperación entre Agriterra y ACEPAT empezó en 2013 (proyectos nro. 6036 y 6333). ACEPAT es una organización de productores de palma aceitera su objetivo principal es mejorar las condiciones de vida de sus socios a través de la producción y comercialización del aceite de palma crudo. Para cumplir con sus fines la ACEPAT cuenta con una Planta Industrial para procesar el fruto de palma. La Planta Industrial está constituida como OLPESA (OLEAGINOSAS DEL PERU S.A.) una sociedad anónima externa a la ACEPAT sin embargo; accionarialmente ACEPAT posee el 54.1% de la propiedad de la empresa lo cual le garantiza el control legal de la empresa. La estrategia de contar con una sociedad anónima para la industrialización de la palma tuvo como objetivo la generación de más ingresos a través del valor agregado para obtener mejores ingresos y por ende para generar mejores condiciones de vida. Al momento de iniciar el proyecto no contaba con un gerente. El manejo contable estaba a cargo de un Contador Externo y contaban con un asistente contable dentro la organización; tampoco contaban con los instrumentos de gestión. Por eso Agriterra decidio empezar la cooperación a traves de un contrato con la empresa OLPESA y posteriormente directo con ACEPAT. A traves de los proyectos con Agriterra entre 2013 y 2015 ACEPAT se ha fortalecido y profesionalizado y ahora esta preparada para gestionar un proyecto solo. Se realizó sensibilización de los socios en temas de conversión a cooperativas acopio centralizada por ACEPAT importancia de elecciones sincronizadas (por tercios) utilizando como punto de partida los estudios elaborados en 2013. Luego de las mismas se realizaron bajadas de base a pedido de los asociados; sensibilizando así a mas socios con el proceso de transformación. Se aprobó por unanimidad la transformación de la asociación a un modelo cooperativo. Por medio de la cooperativa ACEPAT pretende obtener una posición mas fuerte en la empresa OLPESA y organizar el acopio de la fruta de palma. Para el 2016 ACEPAT planifica lograr los siguientes resultados: </p>
<p>- 16 directivos capacitados en roles y funciones de los diferentes consejos y comités<br>- 60 socios capacitados en gestión financiera. Tener estados financieros trimestrales. <br>- Tener 400 socios inscritos. Acordar en asamblea general una cuota mensual de aporte por socio. <br>- Estudio elaborado comparando el uso de vehiculos propios o rentados para la actividad del acopio y presentado a Consejo de Administración y la toma de una decisión adecuada. <br>- Acopio mensual por lo menos 1.000 Toneladas de RFF<br>- Software integral administrativo y contable en proceso de implementación<br>- Utilidad operativa > 0</p> <p>Incrementar el acopio de la fruta de palma</p> <p>Resultado 1: Mejorar la gestión financiera de acuerdo a recomendaciones del chequeo de salud financiera y auditorias externas </p>
<p>-Capacitación en roles y funciones de los diferentes consejos y comités<br>-Talleres en gestión financiera</p>
<p>Resultado 2: Incremento del patrimonio y de los socios activos a traves de generar mayor compromiso de los socios </p>
<p>-Reglamentar nombramiento funciones y obligaciones de delegados y directores de Acepat en junta de accionistas y directorio de Olpesa<br>-Talleres de sensibilización y motivación de los socios en cooperativismo obligaciones y derechos roles y funciones elegir sus lideres adecuados aportes y capitalización</p>
<p>Resultado 3: Obtención de capital externo para inversiones y para acopio en el marco del plan de negocios </p>
<p>-Estudio financiero comparando el uso de vehiculos propios o rentados para la actividad del acopio</p>
<p>Resultado 4: Mejoramiento de la productividad a nivel del productor en términos de calidad y cantidad de la materia prima </p>
<p>Resultado 5: Incremento del volumen de ventas y diversificación de clientes </p>
<p>Resultado 6: Mejorar la eficiencia de los procesos de la empresa: reducción de costos </p>
<p>- Identificar y empezar la implementación de un software integral administrativo y contable - pedir varias propuestas e verificar el funcionamiento del sistema en la práctica</p>
|
Towards realization of paddy processing factory in order to process yearly 15.000 ton paddy from members by 2019 The Dumarwana Small Farmer Agriculture Cooperative Limited (DSFACL) is located at the central region of Nepal in Bara district. In 1997 the cooperative was registered with 454 members and grown to 9.572 members in April 2017. Out of total members about 8.000 are rice farmers. The livelihood of members largely depends upon the income of paddy. There is demand from members to invest in a rice processing plant and market rice on behalf of the members. DSFACL already purchased the land and constructed a building for the rice processing plant. DSFACL is currently exploring options to finance the investment. DSFACL could gain regular source of income from agri-business other than financial services. During the company assessment in April 2017 it was realized that Agriterra can add value in their envisioned plan of running rice processing plant which gives more marketing opportunities and better prices for all their members. The cooperative should focus on organizational development and development of rice processing business. This is expected to results in the realization of the paddy processing factory and a yearly processed volume of 15.000 ton paddy by end of 2019. The goal of the project is to make the paddy processing factory operational by getting the commitment of members and several stakeholders via the business plan and have a yearly processed volume of 15.000 ton paddy by end of 2019 The project plan focused on the business finance and organisational of the cooperative. DSFACL will take lead and Agriterra will support in implementing the action plan.
Business development: conducting a workshop about the new business plan with representatives of the five service centres government and financial institutions. Thereby DSAFCL will get to know about possibilities and commitment of the stakeholders and members.
|
Cooperative Development West Africa 2018-2020 Agriterra supports farmer-led businesses: companies in which farmers are (in)directly in control. Control is in place 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 contribute to their aim: have a strong competitive position in the chain from producer/farmer to consumer. Strong cooperatives contribute substantial to needs of members' farmers (technical economical social) with ultimate the goal to increase farmers’ income (and household wages). Strengthening cooperatives supports the BHAG of Agriterra becoming the world renowned cooperative development expert par excellence. In this approach it's paramount that Agriterra uses strict entry and exit criteria for clients. Agriterra WA tends to work with cooperatives with likewise business minds and approach willing to change and improve and to invest time resources and money in the development of the cooperative. Cooperatives are aware of their position and exemplary role in their covering area and topics like inclusiveness (youth women) environment (climate change) and employment are in their genes like Agriterra. Notwithstanding the common Agriterra criteria to become client in West Africa we aim for the upper level cooperatives to build swiftly showcases showing the results from our approach and also to facilitate to fund our activities. Diverging to lesser developed cooperatives with bigger challenges to solve will be the next step also much depending on our partners. Apart from selecting which cooperatives to work with we also choose the strategic commodities/crops to be active in like cash crops (cocoa cashew or palm oil) food crops (fruits/ vegetables rice) and possibly dairy fattening (meat) and cotton. Selection is also dependent on Agriterra's partners and their interests. Agriterra has the ambition to quickly build up a client portfolio in Ghana and Ivory Coast aim is to grow from 0 to 6 clients in half 2019. Be the expert cooperative development advisory services Agri Agency in West Africa by creating solid relationship with key stakeholders and institutions and actively participating in events and knowledgesharing workshops on agricultural cooperative development. Starting form 1st July 2018 Agriterra will be present (again) in West Africa. For 2018 we plan to have three advisory missions (partially for scoping assessing partially for stakeholder visits) to Ghana and Ivory Coast and we will hire one consultant for a fact finding and scoping mission in Ghana and one in Ivory Coast. As outcome of the consultant and advisory missions we will have an overview of potential cooperatives to work with (fitting in the Agriterra West Africa client criteria) have a confirmation of the choice for specific crops and the coverage area and have concrete financiers and/or funders for Agriterra’s projects/programs in West Africa. Further development of projects and/or programs with these funders of course will take more time we expect around Q2-2019 to have concrete financing/funding partners available.
From HQ side we will support the work in West Africa by further investigate on potential partners to support us work with us or hire our services in Ghana and/or Ivory Coast. We will develop and use a standardized pitch (of Agriterra’s approach results and outcome) to approach partners and to propose cooperation. Furthermore as Agriterra we will (pro)actively follow the proposals' market to tender either as single or as consortium partner. We expect to execute also some Incidental and short-term mission in neighbouring countries (e.g. service provision as trainer advisory missions with Agripool etc.) provided that these missions support the Agriterra BHAG and contribute to our interest in West Africa. Decisions to execute (or not) these short-term missions will be based on (i.e.):
1. important potential partner/financier of Agriterra
2. access to networks cooperatives crops etc. helping us in the future growth ambitions and thirdly resources invested to
3. showcase Agriterra as the cooperative expert (access to future programs to fill the cooperative niche).
The outcome of the supportive missions and the consultant missions will be 2-3 clients per country strategy towards partners developed strategic crops selected and agreed upon and concrete outlook towards third parties financing of Agriterra's work.
Choices for strategic value chains and/or commodities will be made upon:
· having (high) comparative advantage in Africa (advisory services to clients; business linkages with (Dutch) companies/potential buyers worldwide)· having Agripool specific knowledge available (e.g. potato horticulture dairy) and African/LATAM peer-to-peer specific knowledge available (e.g. staple crops oil seeds/pulses coffee cacao etc.). Specially the regional peer-to-peer expertise and knowledge will be build and extended around regional strategic commodities: having regional commodity/value chain BA leaders· Access to local Markets (e.g. horticulture food crops potatoes etc.)· Possibilities to contribute to rural industrialization (contribution to mobilised funds loans internal capitalisation business development)· Having possibilities to contribute to inclusive farmer led business (rural employment (youth) gender inclusiveness young cooperative members programme etc.)
In all these choices innovation will be key: think of deployment of blockchain technology online services (use of training light versions follow-up) and usage of dedicated ITC and apps (SoilScan coop data management Agri-Wallet etc.) and adaption to clients wishes and demands (customized standard i.e. gt;80% standard AT 20% adapted).
At the beginning of 2019 Agriterra WA has:
1. in both countries a BA
2. 2-3 clients fitting the WA-criteria
3. Outlook for office location or already have a location (local team depends on further developments see no. 3)
4. concrete outlook on financing and funding our expansion from third parties
5. the stepping stones for building the WA cooperative development masterplan in 2019
The WA-project will be in line with the general Agriterra's approach using the appropriate products training and exchanges including and not least the deployment of the Agriterra Agripool. Agriterra WA will also aim to address the advocacy topics using the FACT approach with applicable cooperatives and Farmer Organisations although these FO's are not our primary target but within a FACT trajectory will of course be included.
To increase our visibility as Agriterra we will participate (both in Ghana/Ivory Coast and at HQ level) on different platforms and in networking events. The topics in which we can take the lead are:
1. Financial Management (access to finance)
2. Governance and
3. MY.COOP
4. Developing viable business plans
5. Advisory Services Improvement
This means we believe that in WA these products and approaches really can make the differences: Agriterra is unique and has something special to offer which adds value. This is not easy to copy (people’s business rather than just an approach) and thus can serve as USP.
Other topics relate more to a serving role in programs with our consortium partners (like deploying HR-tool Value chain Female leadership Youth Workshop Marketing Basics etc.). The precondition in these cooperation’s is always if Agriterra can plays her trump card (being the renowned specialist in cooperative development) she can add value to the consortium.
The consortia and strategic partnerships we will deploy are i.e.:
· Participate as cooperative development specialist (see TIDE Hortinvest Sugarcane RVO CSA South Soudan ACDI VOCA FAO).
· Offering our product for paid service (Rootcapital AJF etc.) eventually to acquire a long-term position or contract.
· International partners: ILO SNV OXFAM etc.
· Agricord network: One4all EU
· Impact investors etc.; SIDI
|
Amélioration de la production et commercialisation du riz paddy La coopérative Say 2 est créée en juillet 1989 par trois groupements mutualistes de producteurs (GMP) et agréée le 8 juin 1998. Elle est régie par l’ordonnance N° 96-067 du 9 novembre 1996 portant régimes des coopératives rurales jusqu’en juillet 2019. A partir de cette date cette coopérative s’est transformée en société coopérative à conseil d’administration (Scoop -CA) dénommée Tama conformément à la loi de l’Organisation pour l’Harmonisation en Afrique du Droit des Affaires ( OHADA) adopté le 15 décembre 2010 et son entrée en application dans tous les états à partir de 15 mai 2011. Ainsi les trois groupements mutualistes de producteurs (GMP) membres de l’époque sont devenus aujourd’hui des sections.Le personnel de Tama est composé de sept (7) agents dont cinq (5) agents permanents (comptable magasinier pompiste gardien aiguadier) et deux (2) agents temporaires (gardien de la station et aide pompiste). Il s’occupe de la mise en œuvre des activités de la coopérative. Cette dernière dispose d’une équipe commercialisation de douze personnes chargée du contrôle de qualité de paddy de la pesée des sacs paddy récupérés comme redevance.A l’instar de la plus part des sociétés coopératives à conseil d’administration Tama possède trois organes : l’Assemblée Générale (AG) le Conseil d’Administration (CA) et le Comité de Surveillance (CS).La vision de Tama est: être une société coopérative rizicole professionnelle durable au service de ses membre dans l’amélioration de la qualité de la production du riz paddy compétitive forte dynamique gérée par les producteurs et pour les producteurs reconnue dans la commercialisation du riz et disposant de sa propre marque et capable de s’autofinancer.L’objectif fort de la coopérative est la création des revenus durables à ses membres à travers une mise en relation d’employés capables d’accompagner les responsables élus à établir une vision stratégique pour l’émergence de la coopérative et de ses membres. Tama a pour ambitions d’être une société coopérative: ? au service de ses membre dans l’amélioration de la qualité de la production du riz paddy ; ? disposant de sa propre marque ; ? professionnelle et reconnue dans la commercialisation du riz ; ? capable d’exporter du riz dans la sous-région. L’objectif fort de la coopérative est la création des revenus durables à ses membres à travers une mise en relation d’employés capables d’accompagner les responsables élus à établir une vision stratégique pour l’émergence de la coopérative et de ses membres. Tama a pour ambitions d’être une société coopérative: ? au service de ses membre dans l’amélioration de la qualité de la production du riz paddy ; ? disposant de sa propre marque ; ? professionnelle et reconnue dans la commercialisation du riz ; ? capable d’exporter du riz dans la sous-région. Recruter un (e) gestionnaireAdapter et adopter le manuel de procédure de coopérative Organiser l'audit des états financiers de 2019
|
Supporting Smallholder Rubber Farmers Background to the role of smallholder rubber farmingSmallholder operations have the potential to be more environmental friendly and efficient in comparison with large-scale plantations. Nevertheless in practice this is often not the case and inefficient use of pesticides and fertilizers is observed.Smallholders could achieve higer levels of productivity (yields per ha) in the rubber sector if the smallholders use quality planting stock (clones) and good agricultural practices. The challenges for smallholders are to access high quality clones and to carry out proper maintenance and tapping practices. Furthermore most smallholder farmers are not creditworthy due to the insecurity of land rights which leads to a lack of collateral for loans. Also access to the market from a simple logistic point of view until meeting the quality parameters of the international markets are serious hurdles for rubber smallholders in Myanmar.Therefore rubber smallholders are in need of support to achieve better yields income and market access. Myanmar is still in the process of defining its development path in the rubber sector due to the recent opening and political transition. Due to an increasing demand combinated with an huge potential rubber production in Myanmar is expanding rapidly.In Southern Myanmar the smallholder model is still more prevalent. However more large- scale rubber concessions linked to foreign investment have been granted since 2010. In total more than 400 000 smallholders farmers are involved in rubber production and smallholders with plantations of less than eight hectares represent more than 90% of all plantations in the country. Smallholders are complaining about low prices on the one hand and increasing production costs on the other which is reducing their incomes. As rubber plantations are perennial producers cannot easily switch to other crops. Currently most smallholder farmers have no other option than to sell the traders at the given price.In 2013 the International Rubber Study Group (IRSG) has launched a project on the ‘Sustainable Natural Rubber initiative (SNRi)’ in which representatives of industry and production work together along the entire value chain. These include the five largest tyre manufacturers and the European Tyre and Rubber Association. Criteria and guidelines were developed to improve the productivity and quality of natural rubber.For individual smallholders certification of sustainable natural rubber is costly and complex but the monitoring of single farmers in a certain small geographical area could be an option to explore. Strengthening participation possibilities for smallholder organizations is key to success in this regard. The objectives of the consultancy are (1) to train small farmers for knowledge in the value chain cooperative organizational management (2) to coach farmers’ organization to perceive organizational behaviour business plan development and cooperative management and (3) to monitor and evaluate their own organization through specific financial policy.Main OutcomesThe main outcome of Agriterra’s activities within WWF’s project on Sustainable Rubber is to establish build and strengthen rubber farmer cooperatives. By the end of Agriterra’s intervention we can measure the number of established and operational farmer groups:By April 2022 21 farmer groups have been established strengthened (by being trained on Organizational Capacity Value Creation Lobby amp; Advocacy Record Keeping and Marketing) and operationalised. Also one of the main outcomes will be the strengthening of TRPPA and the Rubber Stakeholders Committee:By April 2022 TRPPA and the Rubber Stakeholders Committee have been trained on Organizational Capacity Marketing and Lobby amp; Advocacy and are implementing these lessons learned. Other outcome envisioned are:Higher yields and better quality products for farmers and groups trained in record keeping value creation and organisation amp; governance (MyCoop). Individual (lead) farmers will be enabled to implement lessons learned and best practices to achieve better yields. This will result in higher incomes for trained farmers as a result of improved margins on rubber production. These interventions will support the technical trainings aimed at yield and quality improvement as planned by WWF.Better access to markets and finance as a result of the trainings in marketing and lobby amp; advocacy. This will strengthen the capacities of participants in order to achieve higher incomes for their products and will result in additional support for the rubber smallholders through government support and private sector investments.A more efficient transparant and more inclusive rubber value chain will be established in the project areas as a result of trainings on value creation and providing farmer groups with a better understanding of possible cost-cutting or value addition activities as a group. For example by establishing collective smokehouses or nurseries farmers can be increase their margins and attract new capital. Scoping amp; AssessmentAgriterra has developed a Scoping Tool and Cooperative Assessment Tool to collect analyse and monitor the needs of an individual farmers’ organisation. This management and organisations tool will be used to assess strenghts weaknesses opportunities and threats and addresses potential challenges and bottlenecks. The scoping tool is a quick scan of the current situation of a cooperative or an organisation where the Cooperative Assessment dives deeper into the current situation in terms of the financial situation member commitment and governance structures. At the same it offersan in-depth analysis of the current and future business case of the organisation in terms of value chain service delivery to members marketing and risks. The scoping and cooperative assessment provides important inputs for a common long-term goal and an action plan to be drafted together with the particular farmers’ organisation. The action plan results in trainings support and activities for the cooperative to implement with regular follow up visits by Agriterra’s Business Advisors.My COOP TrainingThis training is designed to strengthen the management of agricultural cooperatives so they can offer high quality efficient and effective services to their members. Participants will gain knowledge on how to cater to member needs business opportunities and social considerations. The direct beneficiaries of this training are lead farmers extension workers managers of agricultural cooperatives. Indirect beneficiaries of this training are employees and members of the farmer group and the local community. The training outcomes in termsof additionals advice and training needed will be integrated in the action plan between Agriterra and the farmers’ organisation.Value Creator ToolThis tool helps identifying challenges and opportunities in agro value chains defining interventions and solutions. It is made for cooperative management experts and farmers. The Value Creator equips cooperatives and farmers with the necessary skills to develop new business opportunities which leads to more income. The goal is to improve the position of cooperatives and farmers in the Value Chain. This tool is always customized and adapted to the local context ig. location commodity scale etc. For example based on the analysis carried out during the implementation of this activity value creation in the form of collective smokehouses or collective nurseries could be calculated and advised on for Myanmar Rubber Producer Groups. Follow up visits will be crucial to the success of this tool.FACT TrainingBy using the Farmers Advocacy Consultation Tool (FACT) Agriterra introduces a structure that is designed to ensure effective lobbying towards public institutions. FACT is essentially a way for farmers’ organisations and their constituencies to relate to each other. It ensures that any policy proposal that the organisation prepares takes root in the reality needs and concerns of members. While the success of any proposal is never guaranteed the FACT approach certainly increases the possibility of success towards governments.FACT II: As a more in-depth approach and strategy a FACT II Training could be asuccessful follow up for intervention in lobby and advocacy by coaching and local guidance. This training is more customized and tailor-made and addresses how to interact with governments international players and other stakeholders in Myanmar.Record-Keeping WorkshopAgriterra’s record-keeping workshop is part of its financial management training package designed to turn data into intelligence for business decisions on household and cooperative level. The record-keeping module aims to underline the importance of registering data as well as to develop a strategy for record-keeping and a tool for the actual implementation. Also record-keeping is key to higher yields lower production costs better quality access to finance acces to better seedlings (or other suitable inputs) and can be used to improve the performance and production of the farmer group as a whole. In order to realise a larger scale of farmers participants of the record-keeping Workshop will be trained to train other farmers in implementing record keeping practices at farm level.Marketing TrainingThis training program is designed to strengthen an organisation’s marketing strategy and build the skills and capacities of those individuals within the cooperative who implement this marketing strategy. Participants will be trained on providing content of a sound marketing plan complete with an action plan. This training will be tailor-made for the rubber producer groups and addresses the specific needs of smallholder farmers in Myanmar’s rubber sector. In the Marketing Training participants will be trained to train other member-farmers of the cooperative on how to implement marketing strategies at farm level.
|
Assisting in growth ambition (building cocoafactory) and professionalizing the union <p>Semuliki is a small holder cocoa producer organization established in 2010. It is currently supporting almost 3000 cocoa farmers to access market financial services and information and productivity enhancement practices to cocoa farmers to be able to benefit from their cocoa and create wealth. Mission of Semuliki is to empower the smallholder cocoa farmers in Bundibugyo District to address constraints in the cocoa supply chain and mitigate livelihood risks through diversification of farm enterprises capacity building and policy advocacy.</p>
<p>The cooperation has a growth ambition for the coming years. They want to build a cocoa factory and a warehouse to enhance capacity. Semuliki needs additional equity and working capital for this investment. There is no business or strategic plan in place. This should be developed in the near future. It is recommended that the union performs an extensive business analysis (including financial forecast) to asses if their growth plans are realistic. </p>
<p>The cooperation holds a good track-record in the market and showed to be a committed and reliable business partner over the past years. In terms of sales volumes it should not be difficult for the Union to grow. Both on the supply and demand side there is more appetite for cocoa. Currently Semuliki’s offtaker portfolio is dominated by a single buyer (Cocoa Source). It is strongly advised to diversify the buyer portfolio. </p>
<p>Semuliki should take action to professionalize the organization. Policies for the Union need be developed and manuals should be updated for HR and Finance. High priority is to train staff f.e. finance and accounting course for the accountant. It is recommended to hire 2 additional staff f.e. marketing officer (takes away tasks from the general manager) and farmer trainer.</p>
<p><br></p> <p>Goals 2016</p>
<p>- Setting up an appropriate financial management system<br>- Setting up a business plan</p>
<p><br></p>
<p><br></p>
<p><br></p> <p>Goals 2017</p>
<p>- Improving financial management system (Tally training) including follow up on internal control report 2016<br>- Boost internal capitalisation campaign (>50 million UGX)</p>
<p>- Improve knowledge on exporting to be able to export themselves.</p>
<p><strong>- I</strong><strong><strong>mprove productivity of member cocoa farms by at least 3% through a sustainable union extension system.</strong></strong></p>
<p><br></p> <p>The cooperation has a growth ambition for the coming years. They want to build a cocoa factory and a warehouse to enhance capacity. Semuliki needs additional equity and working capital for this investment. There is no business or strategic plan in place. This should be developed in the near future. It is recommended that the union performs an extensive business analysis (including financial forecast) to asses if their growth plans are realistic. </p>
<p>The cooperation holds a good track-record in the market and showed to be a committed and reliable business partner over the past years. In terms of sales volumes it should not be difficult for the Union to grow. Both on the supply and demand side there is more appetite for cocoa. Currently Semuliki’s offtaker portfolio is dominated by a single buyer (Cocoa Source). It is strongly advised to diversify the buyer portfolio. </p>
<p>Semuliki should take action to professionalize the organization. Policies for the Union need be developed and manuals should be updated for HR and Finance. High priority is to train staff f.e. finance and accounting course for the accountant. It is recommended to hire 2 additional staff f.e. marketing officer (takes away tasks from the general manager) and farmer trainer.</p>
|
ICT Integration in Business Cluster Development in Ethiopia- CTA project I. Background of the project
General In Ethiopia 12.5 million 6.5 million and 2.5 million farmers are involved in the production of respectively cereals pulses and oilseeds. In those sectors the 128 multipurpose grain unions and their estimated 7195-member cooperatives have limited involvement in output marketing and concentrate on input marketing and the selling of agricultural consumer products (2012 data). Even if these unions and their member cooperatives are engaged in output marketing their track record is much to be desired with losses regularly occurring. In the agricultural component of the Growth and transformation Plan II the accelerated growth in agricultural productivity continues to be an important area of focus a gradual shift in emphasis towards high-value crops and livestock production with an enhanced focus on market access. Necessary supports is given the in supply and utilization of inputs in agricultural extension in strengthening cooperatives in enhancing agricultural investments. Clear development directions will be set out for cooperatives through creating a conducive environment to become main actors of the agricultural marketing system. Here ICT based solutions will be instrumental which includes the continuation of the IVR/SMS services Ethiosys soil database the roll out of the threshold warning system and the e-voucher systems. On top of this the BMGF is supporting de development of a national extension platform.
Most of challenges at the level of the unions and their member cooperatives are more likely to be addressed if all critical actors as unions and their member cooperatives buyers private and public input and service providers research and public regulation and enforcement are working strongly together as a multi-actor system or cluster. These clusters can effectively support the business arrangements and make use of the profitable business opportunities.
The Cooperatives for Change (C4C) project Following this approach the project "Cooperatives for Change (C4C): Value Chain Approach for Cooperative Development in Ethiopia" SNV and Agriterra in collaboration with the Federal and Regional Cooperative Agencies supported 16 business clusters with 16 Unions 160 PCs and 44 000 farmers. It enhanced the internal capitalization of 6 unions raising over US$ 2 million from their own members. They benefited from increased output marketing in C4C selected crops over the 4-year project with an additional value of $ 6.3 million.
To increase further the internal capitalization output marketing and service delivery a well-functioning management information system of the clusters with in particular the unions will be critical. Under the right conditions ICT supported solutions for the overall operational management and service delivery can be highly beneficial and scalable. The latter include the link to the publicly funded national advisory services and make investments in inputs and services more resilient to climate change.
The SNV-Agriterra C4C consortium has tested at a very limited scale and scope an ICT based management information system. This innovative MIS powered by an ICT registered platform developed by Kifiya PLC was piloted at Tsehay Union. The initial business case was based on the following initial revenue drivers: • Improving communication and building trust in the system between the farmers cooperatives and unions but also with the relationships with banks and buyers; Project Nr 1-1-39-102-9 - Contract Nr 2019-175 Page 15 of 34 6°V
These shows that even with the weak ICT infrastructure in Ethiopia several ICT solutions are present but that the business case development most likely need some level of sequencing to achieve short break-even periods making similar investments more likely and actual scaling can take place without or with limited external support.
This project will build on the earlier C4C experience innovate further with ICT solutions for operational management at a limited scale and consequently scale these innovations by considering the present level of output marketing market drivers and the internal capacities. The operational management system will potentially include:
Operational/inventory management tool for PC/union both inputs and outputs.
Sales projections and working capital needs.
Pricing / market trend information.
Provision of financial services advisory services and inputs to farmers.
Farmer record keeping (profiling) as traceability/quality assurance tool.
Linkages with existing systems including the publicly funded extension and weather forecasting.
Potentially areal mapping (if feasible and has business sense).
Other uses have a more limited potential for now but developments in Ethiopia are moving fast and it will be not far at the horizon: these are the additional data (big data) use including best practice satellites drones for surveying pricing/market intelligence and ICT supported soil testing and advisory services.
The idea is to test ICT supported solutions in operational management and service delivery of unions and cooperatives within a business cluster already supported by Agriterra as a co-funded partnership between CTA and Agriterra. An Ethiopian ICT firm will be recruited to develop the ICT-supported solution which will be translated into an agreed business case by a business advisor before implementation. The project is expected to contribute to the following outcomes:
Enhanced trust/transparency in the relationships between cluster partners;An increased use by cooperative members of financial services advisory services and inputs;Sales increased of member farmers via coop system;Output marketing increased via cooperative system;More efficient value chain operations with a reduced transaction cost and increased profitability with a break-even period of the investment of less than 3 years (not measurable during the project period);
An increased production and productivity of members of the cooperatives (impact not expected in project period).The Incremental nature of ICT supported MIS based on a profitable business case and short break-even periods of the investments;The private sector institutions within the business cluster who will keep the union and cooperatives business focussed;The enhanced trust within the cluster and the potential (joint) investments in services;The continuing capacity strengthening support by Agriterra. In the upgrading of existing business cluster of cooperatives unions private companies and different service providers benefiting 10 000 small farmers as members of cooperatives there is a need for improved systems and a business case for better operational management.
The project concept builds on best practices in market development integrating three types of project interventions: (1) mediation/facilitation of the relationships between cluster actors (2) business case development of innovative ICT supported solutions and (3) capacity development of unions and the member cooperatives.
|
Financiando la nueva planta de alimento balanceado ADA es la Asociación de productores Avícolas Departamental de Santa Cruz. Tras iniciar su colaboración con Agriterra en 2017 y obtener buenos resultados implementado el proyecto se quiere seguir desarrollando las líneas estratégicas iniciadas en 2017 y validadas por el Plan Estratégico Institucional 2018-2022 desarrollado con el apoyo de Agriterra.
ADA cuenta con una elevada estabilidad económica y financiera por lo que es el momento oportuno para desarrollar iniciativas de crecimiento de la organización en favor de sus asociados y del sector avícola departamental. Estas líneas de crecimiento organizacional son el desarrollo de una nueva planta de alimento balanceado el crecimiento y certificación de sus laboratorios de patología y bromatología aviar y la construcción de una nueva sede que permite ofrecer un mejor servicio al asociado. Tras un buen año implementando el proyecto con Agriterra 2017 donde se realizó un Plan Estratégico Institucional que prioriza la construcción de la nueva planta de alimento balanceado potenciar los servicios de laboratorio y mejorar la comunicación institucional en 2018 se quiere avanzar en estas tres líneas estratégicas prioritarias. El objetivo ambicioso en 2018 es conseguir financiación bancaria para iniciar el proyecto de construcción de la nueva planta de alimento balanceado. ADA cuenta con una elevada estabilidad económica y financiera por lo que es el momento oportuno para desarrollar iniciativas de crecimiento de la organización en favor de sus asociados y del sector avícola departamental. Estas líneas de crecimiento organizacional son el desarrollo de una nueva planta de alimento balanceado el crecimiento y certificación de sus laboratorios de patología y bromatología aviar y la construcción de una nueva sede que permite ofrecer un mejor servicio al asociado.
Para ello dentro de los costos locales se va a cofinanciar:
- Compra de molino para laboraorio para la molienda de materiales a ser analizados en el laboratorio
- Compra de reactivos para desarrollar un nuevo método de ensayo: Determinación de la Actividad de los Inhibidores de Tripsina
- Diseño arquitectónico nuevas oficinas y laboratorio
- Estudio topográfico nueva planta de alimento balanceado
- Estudio geológico nueva planta de alimento balanceado
- Capacitación ISO 17025 para la gestión administrativa de laboratorios
- Capacitación en prevención de riesgos laborales de la planta de alimento balanceado
Y dentro de los servicios de Agriterra:
- Consutoría en planificación y negociación de acceso al crédito para la nueva planta de balanceado
- Asesoría de agripooler en sistemas de automatización de la producción y ambientes controlados de producción de pollos parrilleros y ganillas ponedoras
- Asistencia de cuatro tomadores de decisiones de ADA al taller FACT II y obtención del certificado de asistencia
Asistencia de cuatro tomadores de decisiones de ADA al taller FACT II y obtención del certificado de asistencia
|
Revitalising the agronomic services and technical support to cassava growing members of Ingabo INGABO Syndicate is a Rwandan Farmer’s Trade Union created in 1992. The main mission of INGABO Syndicate is to improve the technical and economic capacities of its members to become competitive market actors. As a Farmers Trade Union INGABO Syndicate focuses on advocacy lobby and strategic partnerships to avail required services to its members.
In 2014 INGABO Syndicate has encountered an institutional crisis after some dissidents intended to change the syndicate's legal status into a non government organization. In May 2017 INGABO's status as syndicate has been restored and it has approached Agriterra to support the organisation in revitalising its agronomic services and technical support to its members specifically in the cassava value chain. In partnership with MINAGRI INGABO aims to coordinate the initiative of the ministry to revitalise the cassava value chain which has been coping with brown rot and mozaik decease. MINAGRI will deploy 37 interns and gruadates to address various agronomic issues in the chain which will be coordinated by INGABO INGABO aims to coordinate the initiative of the ministry to revitalise the cassava value chain which has been coping with brown rot and mosaic decease. The project plan consists of implementation of activities set out by Ingabo in their action from July 2017 to December 2017. Ingabo commits itself to carryout sensitisation events for members concerning revitalisation of Ingabo conduct agronomic needs assessment among cassava farmers updating the organisation's reglement d'ordre d'interieur (internal rules and regulations) revitilise the partnership with former partners and contacting new ones institutional reorganisation coordination of agronomic services in the casava value chain and restart partnership with CLECAM and other MFIs. Agriterra commits to support them with organisational development advisory services Agriterra FFS training of field agronomist and lead farmers on GAP in casava production and startegic planning workshop.
|
Increased member economic activities for improvement of revenue and membership base 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. The project will focus on improving the revenue of the association as well as increasing membership. This will help the implementation of various activities of the association to help their members become self sustainable and improve their livelihood. It will involve youth and women to promote gender and youth inclusiveness both at association level and area association To have 4052 members engaged in entrepreneurial sunflower production supply this to CDWA for processing resulting in a vibrant economic activity and income for the members. They also want to involve youths and women in their activities. This will be achieved through effective services to members in return for secured supply of sunflower. The planned activities include youth leadership and entrepreneurship FACT My.Coop and Bench-marking of record at organisation level. There will also be roll out of female leadership and development of marketing strategy and extension strategy
|
Expansión en el mercado nacional de chocolate En el 2017 Agriterra inicia su colaboración con El Ceibo. El objetivo del trabajo consiste en contar con un Plan Estratégico Institucional 2017-2021 y potenciar las ventas en el mercado boliviano con un aumento mínimo del 10% con base interanual. Contar con un Plan Estratégico Institucional 2017-2021 y potenciar las ventas en el mercado boliviano con un aumento mínimo del 10% El Ceibo con la asesoría de Agriterra alcanzara tres resultados en el 2017:
Uno orientado al fortalecimiento de la organización especialmente dirigido a contar con un plan estratégico estratégico del 2017 al 2021 que permita dar una guía a las acciones organizacionales y a las empresariales.
Un segundo: se pondrá atención a la industria de chocolate con el objetivo de mejorar la excelencia operacional. Esto se lograra a través de una estrategia de comercialización y el diseno de la nueva industria con dos a tres nuevas lineas de producción.
Un tercero: Orientado a la formacion de los tecnicos de campo en manejo agronomico del cacaotal.
Los servicios de asesoría a través de asesoria-intercambio y entrenamientos estarán directamente vinculados a esos tres resultados.
|
TAF - TA Implementation - SME - Anatrans SA - Burkina Faso ANATRANS is the leading cashew nut processor in Burkina Faso. The company sources raw cashew nuts (RCN) within the local community in order to shell, peel and grade them for export to international markets. The finished product is exported in 50 lbs (~22.7 Kg) boxes to major clients in Europe and the United States. Through its different certifications, ANATRANS is able to source and supply fair trade, organic and conventional nuts. They are Fairtrade, Organic and HACCP certified, and are also working towards obtaining British Retail Consortium food safety standards by April 2020, and SMETA (Sedex Members Ethical Trade Audit) certification by June 2020. Access to capital is crucial for ANATRANS. There are only a few months in the year when RCN are available, and sufficient stock need to be secured to ensure the functioning of the processing plant for the full year. The relatively high prices of RCN, requires a large amount of working capital. For the upcoming season (starting in March 2020), the company is looking to collect and process 10,000T of raw cashew nuts (an increase of 1,300T from 2019E). That translates into a global working capital need of € 12 million (in order to cover all the operating expenses from purchase of raw cashew nut until FOB delivery). For this year, ANATRANS is seeking for a working credit facility of €800,000 with the ABC Fund. The ESG and TA needs assessment brought out the following main issues to be addressed: 1. Lack of financial capacity to restructure the balance sheet and financial statements The balance sheet and financial statements of ANATRANS are highly affected by debts and financial liabilities from the 2010-2015 period. This “inherited” financial situation makes it complicated for ANATRANS to find local banks willing to lend money. Since the new management is in place since 2015, international banks (Triodos, Rootcapital) are only willing to provide loans via their client NUTS2 which limits their financial autonomy. 2. Absence of a monitoring tool to assess the social and environmental impact of the company ANATRANS has detailed procedures in place to prevent child labour of factory and farmers’ level, based on social certification standards by ECOCERT, Fairtrade, BRC and SMETA. But the company needs tools to monitor the follow-up especially on farmers level. Besides developing a monitoring system for the follow-up on child labour, ANATRANS wants to develop an environmental impact monitoring tool to assess impact and mitigate risks on the use of natural resources (deforestation, use of protected landscapes, etc.) among its expanding number of smallholder suppliers.
|
Improving member production and organisation lobby INGABO Syndicate is a Rwandan Farmers organization created in 1992. The main mission of INGABO Syndicate is to improve the technical and economic capacities of its members to become competitive market actors. As a Farmers Organization INGABO Syndicate focuses on advocacy lobby and strategic partnerships to avail required services to its members.Agriterra has been working with farmers organizations in Rwanda including INGABO Syndicate since 1998. All projects aimed to empower farmersrsquo; organizations to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. However this partnership has suspended with the change of Agriterrarsquo;s intervention strategy and the institutional crisis the organization has faced with in the past 3 years.In 2014 INGABO Syndicate has encountered an institutional crisis after some dissidents intended to change the syndicates legal status into a non-government organization. In May 2017 INGABOs status as syndicate has been restored and it has approached Agriterra for support in revitalising its agronomic services and technical support to its members specifically in the cassava value chain. Currently Ingabo Syndicate has over 40 000 members of which 15 000 are active in the four districts (Kamonyi Muhanga Ruhango and Nyanza) of the Southern Province of Rwanda. In terms of organizatinal structure Ingabo has 3 main organization levels (Gacaca (on village level) zone (sector level) and Higher level at the Head Quarter). At every organization level you find 4 governance and support organs.General Assembly board of directors supervisory board arbitration committee. At the Head Quarter however therersquo;s an additional organ thatrsquo;s made of Ingabo staff.Since 2017 the relationship between Ingabo and Agriterra has resumed and Agriterra supports INGABO in the FFS trainings and farmer consultations and advocacy using the Agriterra FACT methodology. Besides these two main activities Agriterra has supported Ingabo Syndicate in following up the conducted FFS training informing its members about the agricultural laws and policies doing the external financial audit of 2018 and participating in the 2019 MINAGRI Agricultural show. All these aiming to improve member production policy changes and organizational outreach. Improving member production and the organisations outreach capacity Agriterra will support Ingabo in strengthening its functioning as a farmers syndicat in Rwanda. Activities are focused on member outreach organisational capacitation promotion a business case study and the financial audit.Follow-up on the Farmer field school for cassava banana and fruits amp; vegetables Creating at least 1 new job in Ingabo Syndicate Participate in agricultural exhibitionFeasibility study of resuming INGABO Construction Project External audit 2019 Organising cassava day and banana events
|
Implementation Quality Improvement and international sales. MCCMMCU was set up in 2014 with the aim of milling and marketing all coffee from Meru county. The union is an affiliation of MCCCU Meru North Coffee Union and Imenya (large estate owners). The union only serves 36 out of 48 PCs. Due to some serious interventions in 2017 2018 and 2019 on operational efficiency enhancement governance financial management and implementation MCCMCU was able to improve the bottom line and were expected to financially break-even at the end of 2019/beginning of 2020. MCCMCU has received many trainings in 2019 focus in 2020 will lie on: Implementation of the action-plans. Furthermore the BHAG is improving the quality of the coffee with 10% measured by comparing the top 5 Cooperatives grading of 2019 with grading of 2020. Increasing the production of coffee milled to 12.000 bags (from 9.155 a 31% increase). This should come from increase productivity per farmer and increased amount PCs milling at the Union (target: 2 extra PCs). Furthermore increasing the international sales with 3 new international contracts.Powered by Froala Editor test BERT Goal 1: MCCMCU has received many trainings in 2019 focus in 2020 will lie on: Implementation of the action-plans: Governance Women Empowerment and Sustainable Services Goal 2: The BHAG is improving the quality of the coffee with 10% measured by comparing the top 5 Cooperatives grading of 2019 with grading of 2020. Goal 3: Increasing the production of coffee milled to 12.000 bags (from 9.155 a 31% increase). This should come from increase productivity per farmer and increased amount PCs milling at the Union (target: 2 extra PCs). Goal 4: Furthermore increasing the international sales with 3 new international contracts. The focus of cooperation will be on implementing earlier advice trainings and workshops:Implementation amp; Roll-out Budget Record-Keeping amp; Bio-Composting Meru North PCsFollow Up Sustainable Extension Services WorkshopFollow Up Female Leadership amp; Supervisory Board TrainingMCCMCU will be supported to strengthen the team utilizing the JJJ programme:Hire Marketing ManagerHire (Senior) AgronomistTo improve prices MCCMCU will be supported to increase the quality of the CoffeeImprove quality at factory levelExchange visit to Ndaroini FCS for better QualityFurthermore there will be a focus on increasing the international sales:Develop Marketing Plan for International Sales amp; Local MillingAFCA 2020 ParticipationParticipate in World of Coffee Conference in WarschauLastly some crosscutting themes are addressedParticipate in Governance TrainingFemale Leadership Masterclass
|
Seed Potato Business Naungtayar Potato farmers form a homogeneous ethnic group from the Pao ethnicity. Pao people have a strong focus on cooperation. The group has been formed in 2016 and started with 12 farmers. Currently 30-40 farmers are members of the group. The group operates informally but seems to be very active and intends to formalize their structure. There was no strategy in place regarding registration and how to organize. Suggestions by Agriterra were welcomed.
As BHAG the group wants to become the number one seed production supplier of Myanmar and sell nationally as well as in other Asian countries. Seed potatoes generate higher profits compared to table potatoes. With considerable efforts this ambition can be realized given Naungtayars favourable soil conditions to produce seeds.
Their ambitions are to agree as a group on how to collect initial start-up capital and toinvest in storage capacity to effectively influence price levels in the market.
Naungtayar potato farmer group is one of the
groups which was involved in July 2017 workshop held in Aung Ban Southern Shan
State. By refering to AS.8627 and AS.8775 even though this is not a formal
Agriterra client and Coop Assessment could not do it is a ambitious farmer
group which can become one of the good coop model in Myanmar. The decision of
taking it as a client was made in July 2018 after one year of observing it
gave a clear picture on their commitment on developing strong farmer groups
their drive to realize their ambition and their willingness to cooperate with
Agriterra. The coopeartion period between Agriterra and Naungtayar Potato
Farmer Group is for 4 months August to November 2018. The BHAG is to become the best supplier of high quality potato seed in the coming three years in Shan and in the coming 5 years in Myanmar. 1. Drafting Bylaws
2. Registration as Primary Cooperative
3. Internal Capitalization Training
|
Strengthening Primary Cooperatives and Mobilizing fund via Internal capitalization for Maize value addition business BHAG- Being a pioneer farmer-owned Maize processing union; supply for the local and export market. Damot Multipurpose Framers Cooperatives Union is situated in West Goijam Zone Bure Town of Amhara regional state. The union was founded in 1993 EC with 6 primary cooperatives in two woredas own capital 184500. Currently the number of PCs reached 76 the number of member farmers has become around 163 745. The union capital is around 100 million ETB. The union mainly purchases Maize Teff Wheat Chickpea Bean Pea Red haricot bean Sesame and Cabbage from its members. Members are supplied by inputs as fertilizers improved seeds pesticide and herbicides veterinary service mechanization and tractor service consumer goods to the members and non-members. Furthermore the union has been engaged in agro-processing activities. In 2019 for Strengthening primary cooperatives sixteen primary cooperative managers hired maize post-harvest training delivered and cascaded to lead farmers Maize value addition business activity feasibility study done and the result was positive. Main Activities in 2020 are 1. strengthening and capacitating primary cooperatives 2. internal capitalization for mobilizing fund to establish a factory 3. exporting haricot bean to secure foreign currency for the purchase of machinery 4. international tender for machinery selection 2020 project goals are * strengthening 25 primary cooperatives. * exporting haricot bean to secure foreign currency* selection of supplier and consultant for machinery purchase * internal capitalization workshop for fund mobilizing 2020 project plans are * strengthening primary cooperatives. this has two objectives 1. to apply agripool value chain recommendation 2. by having strong Primary cooperatives they can cover their costs i.e. salary for the coming years and make sustainable their business * through export Damot can secure foreign currency for the purchase of maize processing plant machinery * selection of supplier and consultant for machinery purchase* internal capitalization for mobilizing 30-40 Million ETB to finance the maize value addition business
|
TAF - pre-TA Implementation - SME - Mayiya Investments - Ghana Background of the assignmentBased on the findings of the ESG and TA assessment that have been performed during the due diligence by Injaro and Advance Consulting from 9 to 11 July and agreed upon with Mayiya in the course of July 2020 the Risk Committee of the ABC Fund approved the following pre-investment technical assistance package:Recruitment of critical personnelImplementation of an integrated ERP systemComprehensive training of management in Good Agricultural Practices (GAP)Introduction to MayiyaMayiya Investment Company Limited (Mayiya) is primarily involved in the production of seeds and grains. It produces maize rice soya bean and sesame seeds and grains on their own farmland and through its outgrower scheme. Under the outgrower scheme smallholder farmers are supplied with farm inputs such as seeds fertilizers and agrochemicals and provided with farm support services for the production of seeds and grains. These services are provided mostly by Mayiya; third party service providers are used when the need exceeds Mayiya’s capacity. Total revenue in 2019 was EUR 154k to which grain contributed about ~60% and seed about ~40%. Mayiya operates its business in West Mamprusi District Savelugu Nanton Municipality and in Tamale Metro all in the Northern Region of Ghana.The company currently has 1000 acres of its own farm under cultivation for seed and grain production and works with 987 smallholder farmers on seed and grain production currently cultivating a total of 1150 acres. Due to the increasing demand from the company’s off-takers there is the need for the company to scale up its operations and secure more sales contracts. To achieve this the company is seeking a facility of EUR 347 600 from the ABC Fund to mainly finance its working capital needs and to acquire some key assets to effectively manage post-harvest activities on-site.Mayiya has been assessed as a company with a lot of potential while also having a lot of areas to improve on. Considering the TA absorption capacity of the company in combination with the key areas that may negatively affect Mayiya’s pay back capacity the proposed TA activities have been organised in pre-investment TA and regular post-investment TA. Moreover the proposed combination of pre-investment and post-investment TA is expected to significantly reduce and mitigate the identified social and environmental risks.This document presents the terms of reference for a package of pre-investment technical assistance needed for making Mayiya investment-ready. The following weaknesses were observed during the due diligence by Injaro and Advance Consulting which will be addressed by the pre-investment technical assistance package:Mayiya needs improved HR capacity to recruit new key staff that is critical to the professionalization and upscaling of the company and expansion of its outgrower network. The key functions include an Accountant and an Outgrower Manager.The company lacks an effective Enterprise Resource Planning (ERP) system and is not yet able to steer effectively towards the company’s strategic and operational goals.There is need for Mayiya and its outgrowers to adopt Good Agricultural Practices (GAPs) to increase their productivity and competitiveness in the maize rice and soybean value chains. A visit to the field by the due diligence team showed the need for both farm staff and outgrowers to be trained on GAP including the safe storage and application of pesticides and herbicides.
|
Professionalizing Mpuguso SACCOS <p>Mpuguso SACCOS Ltd is a saving and credit primary cooperative society registered in 2004. It is operating in Tukuyu district Mbeya Region South-east Tanzania. It’s main products are providing security for member’s deposits and savings and issuing loans to members. The SACCOS has more than 850 individual members and over 16 corporate members (groups and associations). The membership to Mpuguso 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.</p> <p>1. professionalizing its administration and services to members<br>2. Increase its membership base (to 1500 in 2018) increase their involvement (capital) and reach-out to more rural farming populations by opening branches in villages closer to the members.<br>3. Increase internal capitalization and decrease dependency on external loans. <br>4.Diversifying its products for members; a.o. proposing agricultural inputs loans to the farmer</p> <p>Mpuguso SACCOS will implements activities mentioned in Action plans training (governance kpi & financial management) and agripool mission in 2017. Mpuguso SACCOS is a relatively need help tobecome strong SACCOS with sufficient funds of its own. The demand to Agriterra was specifically to receive some trainings in order to grow and professionalize. </p>
|
Supporting the union in the set up of a pasta and macaroni factory <p>Lume Adama Farmers cooperative union was established as the first cooperative union in the country by four primary cooperatives with 3975 farmer members in Lume woreda of Eastern Shoa zone on 29th July 1997. The initial capital of the union was 150 000 birr. At present the number of primary cooperatives under the union reached 64 cooperatives and its total member grow to 33 777 small holder farmers. The capital of the union has also reached more than 34 million. The Union’s areas of operation includes Lume Adama Bosat and Fantale Woreda of East Showa Zone Oromia region. The union working area is widely known for its best quality Teff Haricot bean Chick pea and Wheat production. The union has already acquired one wheat flour mill factory (360 quintal/day capacity) before three years ago. The union has further engaged in value additions and has been producing breads and sells to the local consumers which turn out much profitable than selling wheat flour stand alone. The union found producing and selling bread to the local consumer is a good business for the union. In 2016 the union also aspires to engage into further value addition activities and interested to process wheat flour into Past and Macaroni products.</p> <p>strengthening the leadership capacity of the union management and board members</p>
<p>? mobilizing 2.5 million birr from members<br><br>? Backstopping in the set ups of Pasta and Macaroni factory<br><br>? strengthening the wheat supply chain by improving the union and PCs relationship<br><br>? increasing the number of union members PCs by 20 this year<br><br>? improving the farmers agronomic and post-harvest management practice<br><br>? Starting export marketing of haricot bean and chickpea crops<br><br>?Output marketing of 30 000 quintal of wheat 13 00 quintals of white and red haricot bean 7000 quintals of chickpea 2000quintals of lentil and 15 000 quintal of Teff</p> <p>C4C project has been working with the union since 2014; with the previous two action plans the union able to have a five year strategic plan a human resource management policy manual an organizational restructuring and salary adjustment manuals. In addition the union started professionalizing the primary cooperatives by recruiting 15 accounts for primary cooperatives a detailed feasibility study has been conduct for Pasta and Macaroni processing and a stakeholder validation workshop organized the union started enhancing the primary cooperatives and the unions’ board members and staffs by providing different training the union has participated in the financial management training and enrolled in the Peach tree training trajectory and digitalized it accounting system. Moreover the union board and management shared experience from best performing union in Amhara region unions (Merkeb Tsehay and Ras Gayint) multi stakeholder platform discussion organized has been organized in order to strengthen the wheat supply chain 11 none member PCs have become a member of the union GAP training for 169 seed multiplying farmers has been given. Furthermore export marketing training and coaching has been given to the union staffs and in order to boost the purchase capacity of primary cooperatives and the union in two round training sessions 14 PCs board and purchase committee have been trained on purchasing and marketing strategy. However there are some challenges that need still more improvement: the union’s output marketing performance was 64% in the previous year this shows there is still gap in the union’s output performance. Even though the union have high potential for haricot bean and chickpea production the unions collection and marketing effort on this crops is very limited and even the union not entered into export marketing activity. In addition the wheat supply chain of the union is still weak and needs more improvements. Furthermore there is limited improved seed production and luck of proper cooperative governance and leadership practices in the union. Therefore the new action plan is geared towards backing the union to solve the above constraints. More specifically the 2016 action plan will focus on: - <br>? strengthening the leadership capacity of the union management and board members<br>? mobilizing 2.5 million birr from members<br>? Backstopping in the set ups of Pasta and Macaroni factory<br>? strengthening the wheat supply chain by improving the union and PCs relationship<br>? increasing the number of union members PCs by 20 this year<br>? improving the farmers agronomic and post-harvest management practice<br>? Starting export marketing of haricot bean and chickpea crops<br>?Output marketing of 30 000 quintal of wheat 13 00 quintals of white and red haricot bean 7000 quintals of chickpea 2000quintals of lentil and 15 000 quintal of Teff</p>
|
Transparency in practice - Coordination of financial management trainings <p>JDA_Consultor and Agriterra have been collaborating closely since 2010 in favor of transparency and good management practices for different agricultural cooperatives located in 9 different countries which are all Agriterra’s clients. </p>
<p>As part of its strategy for 2016 through 2020 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. </p>
<p>With this future in mind establishing a collaboration agreement between Agriterra and JDA_Consultor during 2016 is herein set forth which guarantees the following services:<br>• The continuation of a centralized unit for the monitoring and operational coordination of all activities related to financial management training. <br>• The continuation of the implementation of the Basic Financial Management Training in all 7 countries where it has been performed during 2014 (Peru Bolivia Indonesia Tanzania Uganda Kenya and Ethiopia) and its expansion to the new countries (Zambia China Vietnam Nepal) and regions (African Great Lakes) where there will be local presence of Agriterra in 2016.<br>• The introduction of the Strategic Financial Management Training in Ethiopia Kenya and Bolivia) as well as its presentation to business advisors from countries interested in implementing it as from 2017.<br>• The training of local trainers in new countries or when trainers need to be replaced in countries where trainings are already taking place.<br>• The design production and first test (in Peru) of Supervisory Board Training Management addressed to members of the Supervisory Board of the cooperatives or future candidates who would like to know more before they run for such a responsibility.</p> <p>To coordinate succesful and effective execution of the Basic Financial Management training in all countries where Agriterra has local presence the introduction of the Strategic Financial Management Training in Ethiopia Kenya and Bolivia and development of a trainings module specifically for supervisory board members.</p>
|
Developing an Access to Finance Strategy <div style='margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; overflow: visible; cursor: text; clear: both; position: relative; direction: ltr; color: rgb(0, 0, 0); font-family: "Segoe UI", "Segoe UI Web", Arial, Verdana, sans-serif; font-size: 12px; font-style: normal; font-variant-ligatures: normal; font-variant-caps: normal; font-weight: 400; letter-spacing: normal; orphans: 2; text-align: start; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; -webkit-text-stroke-width: 0px; background-color: rgb(255, 255, 255); text-decoration-thickness: initial; text-decoration-style: initial; text-decoration-color: initial;'><p style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; overflow-wrap: break-word; font-weight: normal; font-style: normal; vertical-align: baseline; font-kerning: none; background-color: transparent; color: windowtext; text-align: justify; text-indent: 0px;"><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">Agriterra has 3 approaches: 1) making cooperatives bankable, 2) farmer services, and 3) farmer lobby. The majority of the wo</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">r</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">k done by Agriterra focuses on the first approach, making cooperatives bankable. A clear target to measure its success on this pillar is the amount of loans realized by the cooperatives Agriterra supports. </span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">Agriterra aimed to develop the</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;"> </span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">‘</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; font-style: italic; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">Rapid Response Facility</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">’</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">,</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;"> a facility to support cooperatives with rapid access to capital and technical assistance to bridge the financial gap that COVID-19 created</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">. During the development of this facility,</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;"> it became clear </span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">that </span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">Agriterra is experiencing a downward trend in mobilizing capital for cooperative</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;">s</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;"> in the last years</span></span><span data-contrast="auto" lang="EN-GB" style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-variant-ligatures: none !important; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; background-color: inherit;"> and that Agriterra currently may not be well-equipped to support cooperatives that need more in-depth financial support to mobilize capital.</span></span><span data-ccp-props='{"201341983":0,"335551550":6,"335551620":6,"335559740":259}' style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"> </span></p></div><div style='margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; overflow: visible; cursor: text; clear: both; position: relative; direction: ltr; color: rgb(0, 0, 0); font-family: "Segoe UI", "Segoe UI Web", Arial, Verdana, sans-serif; font-size: 12px; font-style: normal; font-variant-ligatures: normal; font-variant-caps: normal; font-weight: 400; letter-spacing: normal; orphans: 2; text-align: start; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; -webkit-text-stroke-width: 0px; background-color: rgb(255, 255, 255); text-decoration-thickness: initial; text-decoration-style: initial; text-decoration-color: initial;'><p style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; overflow-wrap: break-word; font-weight: normal; font-style: normal; vertical-align: baseline; font-kerning: none; background-color: transparent; color: windowtext; text-align: justify; text-indent: 0px;"><span data-ccp-props='{"201341983":0,"335551550":6,"335551620":6,"335559740":259}' style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; font-size: 10pt; line-height: 17.2667px; font-family: Verdana, Verdana_EmbeddedFont, Verdana_MSFontService, sans-serif;"> </span></p></div><div style='margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; overflow: visible; cursor: text; clear: both; position: relative; direction: ltr; color: rgb(0, 0, 0); font-family: "Segoe UI", "Segoe UI Web", Arial, Verdana, sans-serif; font-size: 12px; font-style: normal; font-variant-ligatures: normal; font-variant-caps: normal; font-weight: 400; letter-spacing: normal; orphans: 2; text-align: start; text-indent: 0px; text-transform: none; white-space: normal; widows: 2; word-spacing: 0px; -webkit-text-stroke-width: 0px; background-color: rgb(255, 255, 255); text-decoration-thickness: initial; text-decoration-style: initial; text-decoration-color: initial;'><p style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; overflow-wrap: break-word; font-weight: normal; font-style: normal; vertical-align: baseline; font-kerning: none; background-color: transparent; color: windowtext; text-align: justify; text-indent: 0px;"><span style="margin: 0px; padding: 0px; user-select: text; -webkit-user-drag: none; -webkit-tap-highlight-color: transparent; position: relative; cursor: move; left: 0px; top: 2px; display: inline-block; text-indent: 0px; width: auto; height: auto;"><img src="data:image/png;base64,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
|
Farmers-Focused Transformation Uganda 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
|
Acting Now Kenya Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. Key Activities Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities: - Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs. - Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies. - Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services. - Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach - Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text Farmer Organisations and its member farmers
|
Establish own coffee export processing facility in the Gayo Highlands <p>Koperasi Pedagang Kopi Ketiara is a coffee farmer cooperative located close to Takengon city which is located at the shore of lake Tawar in the Gayo Highlands of North Sumatra Indonesia. The slopes of Gayo Highlands are ideal ground for growing high quality Arabica coffee. It is grown by most of the farmers on the slopes and being a cash crop forms the main income generating source for households in the area. The cooperative was found in 2009 initially by 20 small coffee traders that wanted to access the Fairtrade export market. The main initiator was the current chairwomen who provided working capital office space and processing facilities at the premises of her family coffee business named Ketiara PT. The current membership stands at 1.769 farmer of which 31% is female.<br>Ketiara has the ambition to establish its own export processing facility on its own piece of land including office block storage processing facilities drying grounds and a cupping lab. According to the cooperative this investment is necessary to become more self-reliant export more coffee and increase the membership. The ambitions of the cooperative with respect to increase in output marketing and investment in its own export processing facility seems to be demonstrable and realistic in relation to the business case although taking in mind that securing sufficient working capital and investment capital will be vital for the success. The business case is rather clear and the business vision within the cooperative seems to be present but not yet really well focused. The track record of the cooperative over the past three years is positive in terms of its business performance but not in terms of its financial performance.</p> <p>Establish an own export processing facility on own piece of land including office block storage processing facilities drying grounds and a cupping lab.</p> <p>Based on the results of the company assessment and the proposed business case the team who conducted the company assessment advises Agriterra to include Ketiara in its Indonesian client portfolio and start supporting the cooperative as of the first of May 2016. The cooperative has shown positive results over the past three years and is very ambitious to grow further on output marketing and value addition. There is a positive energy within the cooperative shown by board management and staff. It is proposed to Agriterra to start with a 7 months introduction action plan from the first of May with the following activities: <br>The 2016 introduction Action Plan has been developed which focused on the following aspects:<br>• Develop a 5-year strategic business plan (the cooperative currently lacks clear focus and planning). <br>• Improve overall financial management practices.<br>• Improve the position of the (supervisory) board and understanding of their roles and responsibilities.<br>• Increase understanding of internal capitalization in preparation of the planned asset investments.<br>• Improve production and income of farmers through pest control and prevention. <br>• Investigate opportunities and benefits of having an internal marketing department (instead of the relatively expensive current external marketing consultant).</p>
|
Increasing Coffee sales quantity and quality. MCCCU is a cooperative union formed by 34 primary societies all producing coffee that have in total more than 73 000 active members and more than 120 000 registered members. Compared to its Real-Estate business Coffee-related income is around (6%). However being a coffee union part of its mandate is to support its members (PCs) but moreso the individual farmers to produce a higher quantity and higher quality of coffee and thus increase their income. This project therefore seeks to strengthen MCCCU's resolve of helping its members through trainings inputs advises and advances among others for them to improve on the quality and quantity of coffee in their farms. In 2019 production (in/de)-creased (x%) quality increased 15%. In 2019 MCCCU sold on average 50 bags of grounded and roasted coffee per month. The BHAG of MCCCU is to increase its farmers income by supporting them to increase production with 20% and Quality with 20% in 2020. The goal is to market 100 bags of grounded and roasted coffee per month in the local market. In 2019 MCCCU sold on average 50 bags of grounded and roasted coffee per month. The BHAG of MCCCU is to increase its farmers income by supporting them to increase production with 20% and Quality with 20% in 2020. The goal is to market 100 bags of grounded and roasted coffee per month in the local market. Powered by Froala Editor This projects main focus is to expand the successful marketing of Mt. Kenya Coffee in the local market. This leads to higher prices for the markets and promotes domestic consumption:- Promotional Activities - Hiring Merchandisers- Rebranding Mt. Kenya Coffee- AFCA Participation- Furthermore research shall be done to develop an instant coffee.Furthermore there will be a focus on implementing Workshops and advice from 2019:- RecordKeeping soil fertility soil testing inputs and (minimum) pesticide applications.To increase quality and quantity of coffee:- 2 additional Agronomists will be hired.- Follow-up Bio-Composting amp; Soil Fertility Workshop implementing bio-composting amp; bio-fertilizers at factory level.- Follow-up Record Keeping: Cost-Calculation Bench-marking amp; Business Plans
|
Improving extension services and financial management Offinso Fine Flavour Cocoa Cooperative and Marketing Limited is into the production of both fine flavour cocoa beans and convential beans. The cooperative aims to be the best Fine Flavour Cocoa (FFC) Beans producer; Last year they made a step towards that by developing a strategic business plan and hiring an accountant to manage their financials which was relatively weak. This year the cooperative wants to increase production of the fine flavour cocoa and at least get an extra market for the cocoa beans since the fine flavour cocoa is a niche market and the cooperative is able to acquire double premium sales on each bag delivered. In the pursue to achieve this objective the cooperative aims to increase production from 1MT to 2.5MT in 2020 and to set up a fermentation center by 2024 to be able to deliver more and well fermented fine flavour cocoa beans. To be able to achieve the objectives the cooperative wants to expand the acres of Fine flavour cocoa provide sustainable extension services to the members and develop good marketing strategies for the cocoa business. The cooperative also wants to increase production of convential cocoa beans from 200MT to 300MT in 2020. Improving extension services(sustainable services) further strengthening financial management and developing a strategic marketing plan After the strategic business plan which was done in 2019 the cooperative developed a BHAG which is is to become the best high quality fine flavor cocoa producer in West Africa by improving the livelihood of the Cooperative members through growth of production and efficient management of resources. In order to realize this objective an action plan was drawn and the focus is on production and management. Thus the project for 2020 is improving sustainable services focusing on extension services which will lead to production increase to further strengthening the financial management and develop a marketing plan for the fine flavor cocoa which is a niche.
|
Seed potato promotion in Uganda UNSPPArsquo;s vision is to ldquo;Enable a self-sustaining seed potato production system for increased food security and income at house hold levels in Ugandardquo;. The general objective for Seed potato promotion in Uganda project is the strengthening of the business run by UNSPPA the farmer-led organization in Uganda in their efforts to realize their BHAG related to becoming the leader in production and distribution of improved seed potatoes in Uganda. In 2020 Agriterra wants to support UNSPPA to achieve their BHAG and promoting seed potatoes in Uganda. Goals for 2020 are:Learning exchange visits conductedAnnual audit reportIncreased salesEffective implementation of developed action planCompliance with organizations regulationsPractical knowledge on seed potato growingIncreased knowledge on seed potato growingIncreased services to membersInspirational organization of seed potato business For the year 2020 Project activities are : Set demos Feasibility study for the central storage facility Learning exchange visits External Audit Marketing members seedsServices are: Follow-up on Basic Financial Management Advice on good governance practices Agripool mission on seed potato growing Agricultural advisory servicesEvent: Training My.coop 2; 3; 4Event: Exchange visitExchange visit to the Netherlands
|
Camino a la excelencia en "Gestión Cooperativa" Se buscaraacute; lograr la mayor cantidad de mejoras en los aacute;mbitos financiero comercial social y de gestioacute;n.Para tales fines se utilizaraacute;n dos talleres y una gira de estudios internacional que pueda ayudar a ampliar la visioacute;n de la organizacioacute;n y a consolidar el trabajo que haremos juntos durante el antilde;o asiacute; como los avances que ha logrado la cooperativa por propia cuenta en antilde;os anteriores.De igual modo se mantendraacute; una asesoriacute;a constante que ayude a monitorear el cumplimiento de las metas propuestas en el proyecto asiacute; como promover el trabajo eficiente del equipo de gestioacute;n de la cooperativa.Finalmente se apoyaraacute;n econoacute;micamente hasta tres actividades de seguimiento a los servicios que brinda Agriterra con el objetivo de ampliar el espectro de impacto y maximizar el nuacute;mero de beneficiarios de la organizacioacute;n. Focus on reaching the highest level in Cooperative Governance.Cecafe is a well-organised cooperative but they still need to improve their management. Metas 2020:
Acopio: 2 700 Toneladas de cafeacute; pergamino seco.
Comercial: 105 Contenedores. Cafema International de Suiza Falcon Coffee del Reino Unido Benecke Coffee de Alemania Hamburg Coffee de Alemania Ibericafeacute; de Espantilde;a Walter Matter de Suiza Falcon Peruacute; de Peruacute; y American coffee de USA.
Finanzas: US$ 4rsquo;500 000.00 (Creacute;ditos) / S/ 24rsquo;000.000.00 (Ingresos por ventas).
Capitalizacioacute;n: Cada socio va a entregar 1 KG por Quintal para el Capital social.
Agroindustria: Implementar una liacute;nea de beneficio humedo en el sector Shahuindo. Iniciar la produccioacute;n de abono orgaacute;nico (6000 sacos).
Eficiencia: Integrar el sistema contable y de produccioacute;n para un manejo eficiente en trazabilidad.
RR. HH.: Crecer en 5 personas a tiempo completo en planilla.
Servicios a los socios: Venta de abono orgaacute;nico servicio de asesoramiento pecuario y mejoramiento geneacute;tico y entregar micreocreacute;ditos para Agroforesteriacute;a.
Socios: Mejorar y/o implementar la infraestructura para el beneficio huacute;medo del cafeacute;.
Crecimiento: 30 socios como miacute;nimo.
|
Implementing efficient wheat grain sourcing model and boosting wheat flour market <p>Raya Wakena Farmers' Cooperative Union is established in March 2004 as a Cooperative Union with 9 legally registered primary cooperatives. Currently the union has 73 primary cooperative members. The core-businesses of the union include distribution of inputs such as fertilizers and seeds farm services mechanization services seed cleaning output marketing and facilitation of credit services to its members. Since the start of Agriterra project collaboration with the union the performance of the union in implementing C4C project has been incredible. The union has output market 17 000 quintals of wheat 28 500quintals of wheat and 63 000 quintals of wheat in 2013 2014 and 2015 respectively through deploying sound marketing models that enhanced member participation so greatly. The union has also acquired wheat flourmill factory in search of further wheat grain value additions. Efferts made so far to mobilize resources through internal capitalization is only half way with the union capitalizing only 12 052 920.20 birr from member farmers in 2015. With the emerging flour factory business a new market seemed to create a new opportunity for memeber farmers which calls for an interventions at the union and PCs level for implementing sound product sourcing model in the form of contract farming so as to ensure adequate wheat grain supplies to the flour factory as well as setting up proper marketing deal arrangements with buyiers and input service providers. On the same development while HRM advisory services that Agriterra have provided have contributed to the adjustmenets in the union's Organizational restracturing there needs to be critical improvement measures that needs to be implememnted in the areas of professionalizations of the union accounting system.</p> <p>- Implement efficient wheat grain sourcing model so as to ensure 120 000 quintal of wheat grain supply to the flour factory. <br>- Market outlets identified for 72.000 quintal of flour and 48.000 quintal of wheat bran</p> <p>The 2016 action plan is the continuation of the previous projects since 2011. Consequently the main intervention that has been proposed include among the others: <br> 1) Techinical supports in the collection of 11 million birr from memeber farmers. 2) Providing techinical supports in Contract farming design and implementations so as to ensure the collection of more than 120 000 quintals of wheat grain to wheat flour mill factory and ensure 72 000 quintals wheat flour to different buyiers and 48 000 wheat bran to memeber farmers 3) Conducting purchase and sale coaching tracks at 30 PC levels thereby ensuring sustainable wheat supplies to flour factory 4) Professionalizing the union accounting system through providing peach tree accounting software and frequent coaching on strategic FMT action points 5)Improving agronomic practices of 90 farmers and extension agents leading to quality wheat grain supplies to union flour factory</p>
|
MICU enhancing the members' business MICU Ltd. is a cooperative union in the South West of Tanzania with its office in Mbeya. MICU is formed by 12 affiliated AMCOS (Agricultural Marketing Cooperative Societies = primary coops). It mainly facilitate collection and marketing of coffee for its members besides rental of buildings farm input supply and marketing activities. It has 7 elected board members all from the affiliated AMCOS. The board is supported by the General Manager with his staff of an accountant assistant accountant secretary and driver. Internal auditor and procurement officer are vacant.
MICU is the result of several (governmental orchestrated) merges and separation of unions in the southern highlands of Tanzania in the past 30 years. It renewed its registration in February 2015.
MICU wants to revive its relationship with the cooperative members and provide more market access to them. MICU is aware that its members are producing several marketable crops besides coffee but that they lost confidence in their union over the years hence widespread side-selling. MICU's goal is to improve the communication and service provision to members ultimately for regaining trust increasing the crop volumes channelled via the union and increasing the benefits for the farmers.
A company assessment was performed in June 2015. A collaboration with Agriterra is expected. MICU's goal is to improve the communication and service provision to members ultimately for regaining trust increasing the crop volumes channelled via the union and increasing the benefits for the farmers.
2018 : MICU the goal in this year as 6 month contract will go deep in audit of Financial Accounting finalizing balance sheet restructuralisation 2016: In this first collaboration year with Agriterra MICU will prepare itself to be able to enhance more business opportunities for it members by linking them to markets. Micu will start restructuring its balance sheet by surveying and revaluating its assets improving its member database as well as the regular communication with members (know their needs for services) improve its farm-input provision and increase its knowledge of the coffee value chain within and outside Tanzania.
2017: Micu underperformed in 2016 therefore only few activities are planned for 2017 to be able to monitor progress strictly. Focus will be on strengthening leadership and youth participation. Next to this more efforts will be put in increasing marketing sales.
2018: In this year MICU will put more efforts in Financial health improvement by restructured Balance sheet reflecting real values
|
Establishing Animal feed processing factory Simret FCU is founded in 2004 in the Tigray National Regional state and encompasses 19 Primary cooperatives and 30 252 farmers in the district Saese Tsaeda emba. Since its establishment it has been limited inthe distribution of farm input industrial products and consumable items to member PCs/farmers. The union has been profitable with their narrow business portfolio in the input business. But now the union and its leaders anticipate robust engagement in output marketing business as well. Member farmers mainly produce temperate area crops such as wheat barley and maize. The soil is better and there’s also unevenly showering rain. In this area farmers can grow wheat barley maize and some vegetables such as tomato potato and onion.
* assisting the union on establishing animal feed processing factory for benefiting the members and become profitable farmer led business activity* connecting the union with financial institutions/ Banks for the business Support the union to engage on Animal feed processing factory and cattle fattening business. Conducting Feasibility and implement the another activities till End Of December 2018.
|
Strengthen rural financial services - position enhancing agricultural activities Mahanje SACCOS Ltd is located in Madaba village Madaba sub-district Songea rural area. It was founded in 1995 with around 68 members and registered with number RVR 397 at 25h February 1998. The SACCOS is a financial Cooperative Society offering financial services (deposits savings Mpesa and loans) to its members. It’s the only SACCOS around. There are eight villages (Madaba Mahanje Kipingo Lituta Mtepa Magingo Mkongotema and Lutukila). The total population is about 12.000 and around 8.000 working. Mahanje SACCOS has strong competition of commercial banks need also to improve of services and products. Mahanje SACCOS wants to grow and increase its capital and members and become more resilient to competition from other (commercial) banks to improve agricultural activities and youth involvements Mahanje SACCOS is a relatively strong SACCOS with stiff competition in its area. The demand to Agriterra was specifically to help Mahanje SACCOS to compete in the market. also to improve agricultural activities and youth involvements.
|
Business development - East Africa Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.
Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri food top sector are key principles, advice training and exchange the key methodologies.
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.
|
Viabilisation des coopératives membres de COCOCA pour l'essor du business L'union COCOCA a son siège établit dans la ville de Bujumbura au Burundi et avec 39 coopératives de base au sein des provinces dont 27517 membres individuels. Elle a une grande ambition de croissance au sein de la filière café au Burundi. Elle compte rentabiliser et viabiliser ses coopératives primaires à la base pour donner de la force à l'union qui se trouve au sommet. En effet ces coopératives devront développer des capacités nécessaires de gestion et augmenter les capacités productives pour une autonomisation. Le présent projet va renforcer la participation des membres dans l’élaboration et la mise en place des documents administratifs et financiers au niveau des coopératives a la base. De plus le consortium COCOCA sera appuyé a travers ce projet dans le processus de recherche de la validation des produits végétaux et organiques utilises par les coopératives membres de COCOCA pour le certificat organique du café. En effet le processus a débuté en 2018 avec l'institut de Recherches Agronomiques du Burundi (ISABU) et une convention de collaboration et de suivi (respect des posologies) est attendue cette année. Cette convention permettra aux coopératives d'utiliser professionnellement les produits végétaux et organiques et augmenteront les chances de vendre leur café avec certificat organique. La vente de café avec certificat est une stratégie d'augmenter les revenus du cafeiculteurs puisqu'il ya des primes pour le café vendu avec certificat. Enfin COCOCA en tant qu'organisation des cafeiculteurs qui a la mission de commercialiser le café de ses membres le present projet va contribuer pour faciliter la connexion de COCOCA sur le marche via la participation dans des foires internationaux comme AFCA. participationProfessionnalismeAccès au mache 1. Traduire les codes de conduite de la certification et de l'environnement en langue nationale2. Élaborer un plan d'investissement pour 10 coopératives membres 3. Recherche action sur la posologie des produits végétaux organiques avec ISABU4. contribuer a l’élaboration des plans d'affaires pour 15 coopératives membres 5. Contribuer a l’établissement des états financiers de 26 coopératives membres 6. contribuer a l’élaboration des rapports d'audit de 08 coopératives membres7. participer dans les foires internationaux AFCA -Kenya
|
Improving the performance of member cooperatives and expanding the union's business portfolio. <p>To deepen the support of Agriterra and amplify the unions performance PC focused intervention is required. PCs have multifaceted challenges and shortcomings that hinder their and the union's overall performances. Using an assessment tool 11 PCs have been assessed to identify their main gaps. After the assessment result a reflection workshop has been organized to discuss the findings and propose solutions. Based on the proposed solutions the following intervention is developed. To deliver the intervention 3 capacity builders in different discipline will be recruited to spend most of their time coaching and capacitating the PCs.The 2015/16 market season was challenging for Dansha with the fall of international sesame price and difficulty of obtaining adequate working capital from banks. it is becoming inevitable for the union to expand its business unit and lessen the dependency on sesame which is highly volatile and beyond the realm of control. The union needs to examine & diversify into possible investment opportunities by developing strategic plan and feasibility studies. Dansha is based in a district which might have good investment potential in sorghum cotton and fattening. Owning a 5 year strategic plan and execution is part of this action plan.</p> <p>The overall Objective is: - identify alternative sources of business investment/Agro-processing - Capacitating 20 PCs enable sourcing 2000 MT of sesame from capacitated PCs. </p>
|
Increasing volume of processed products through improved marketing plans and skills Annapurna Dairy Producer Cooperative Limited(ADPCL) is mainly specialized in the collection chilling processing and marketing of the milk produced by its 484 farmer members. The cooperative furthermore has its own feed factory model dairy farm and provides to its members credit and saving services. On top of that the cooperative recently bought a piece of land where it plans to develop a larger dairy processing facility. However this ambition has not been further explored as ADPCL currently has difficulties in using the available processing capacity of its factory. Processing is required in order to add value to the milk of their members. Nowadays many members do not further invest in expanding their dairy business as it is perceived to not be profitable. Milk intake from members is no longer increasing and remains at approximately 4000 liters per day of which 2000 liters is processed. This creates a significant threat for the cooperative. In order to remain competitive the cooperative needs to grow and therefore members need to produce more milk. The BHAG developed with ADPCL is: Improving profitability of the cooperative and the profitability of dairy farming for the members through increasing the volume of processed dairy products from 2000 liters today to 4000 liters in 2 years time. The biggest challenge ADPCL is experiencing in realizing this ambition is lack of marketing of processed products. Processing capacity is available in the current facility but it is not used to its optimum because the cooperative cannot find sufficient market. ADPCL and Agriterra will therefore mainly focus in this action plan on strengthening the marketing and organizational capacity of the organization. The BHAG developed with ADPCL is: Improving profitability of the cooperative and the profitability of dairy farming for the members through increasing the volume of processed dairy products from 2000 litres today to 4000 litres in 2 years time. ADPCL recently bought a piece of land where it
plans to develop a larger dairy processing facility. However this ambition has
not been further explored as ADPCL currently has difficulties in using the
available processing capacity of its already existing factory. Processing is
required in order to add value to the milk of their members. Nowadays many
members do not further invest in expanding their dairy business as it is
perceived to not be profitable. Milk intake from members is no longer
increasing and remains at approximately 4000 litres per day of which 2000
litres is processed. This creates a significant threat for the cooperative. In
order to remain competitive the cooperative needs to grow and therefore members
need to produce more milk. The BHAG developed with ADPCL is: Improving
profitability of the cooperative and the profitability of dairy farming for the
members through increasing the volume of processed dairy products from 2000
litres today to 4000 litres in 2 years time. The biggest challenge ADPCL is
experiencing in realizing this ambition is lack of marketing of processed
products. Processing capacity is available in the current facility but it is
not used to its optimum because the cooperative cannot find sufficient market.
ADPCL and Agriterra will therefore mainly focus during its cooperation on
strengthening the marketing and organizational capacity of the organization.
|
Subsidy agreement Ethiopia - administrative A subsidy arrangement has been made between Agriterra HQ and Agriterra Ethiopia. Yearly based on allocated amounts and budgetting for projects and overhead costs a budget will be agreed upon.
The following obligations are attached to the funding:1. The activities made possible by the funding are carried out under the responsibility of Agriterra Head Quarters and in the manner indicated in each annually submitted activity plan budget and cash flow forecast.2. Agriterra Ethiopia is obliged to forward a written notification when it is likely that the activities for which funding is granted will not be performed will not be performed on time or completely as planned or if they cannot meet the obligations arising from the funding.3. Agriterra Ethiopia will when discovering (suspected) irregularities in the implementation of the funded activities (such as fraud or any other irregularity) submit thereof immediately a written report to Agriterra Head Quarters in which also the financial consequences are shown and the measures taken in this regard. Agriterra Ethiopia also includes in the annual progress report or final report a list of all the reports referred to above financial interests and measures taken. The activities are made possible with funding from are carried out under the responsibility of Agriterra Head Quarters
|
Organisation de la production et la commercialisation de l'oignon(semence et bulbe) L’UNION LAMBOU est une organisation paysanne composée de 196 membres repartissent dans 5 coopératives membres travaillés sur un périmètre de plus de 120 hectares. Les membres sont dans la culture maraichère avec une force de production de bulbes et de semences d’Oignon de plus 70% et une production de carotte non négligeable 30% aumoins. L’Union possède un gestionnaire un animateur endogène sous la supervision d’un comité de gestion (Président SG TG). Le projet porté par l'Union des sociéts cooperatives LAMBOU se focalise sur les espect technique de la production(semences et bulbes) de l'oignon et la commercialisation( locale - exportation). la formation du CA sur les outils de gestionn. l'audit des rapports financiers de 2019 de la cooperative et l'organisation commercialisation. Pour la premiere année le projet vise a la purification des semences en allant vers la certification. 1. Appui à la réalisation des contrôles internes et des audits externes2. Appui à la mise en place des outils et procédures comptables (Manuel des procédures logiciel de comptabilité équipements informatiques)3. Appui l’acquisition des semences de base4. Appui à l'organisation d'une journée de reflexion comprenant tous les acteurs de la chaine de valeur
|
Efficient Milling and Marketing of Coffee II MCCMMCU was set up in 2014 with the aim of milling and marketing all coffee from Meru county. The union is an affiliation of Meru central coffee cooperative union Meru north coffee union and Imenya (which is a registrered cooperative belonging to large estate owners). The union should be serving the 48 primary cooperatives in Meru county however only 36 primary cooperatives utilised their services in 2018 though more are expected in 2019. The union was able to mill and market more than 1486 tonnes of clean coffee in 2018 and for the first time since inception saw a remarkable improvement.
Due to some serious interventions in 2017 and 2018 on operational efficiency enhancement governance financial management and precise execution MCCMCU were able to improve the bottom line and were expected o brea-even at the end of 2018. In 2019 it is expected that such interventions will continue and the areas of focus expanded to include professionalisation of existing management structures continuous strengthening of governance and improvement of financial management to support the milling and marketing of upto 45000 bags of parchment coffee (1600 tonnes of clean coffee) in 2019. 1. Attain optimal operational efficiency for MCCMCU to operate effeciently
2. Professionalize further the governance and financial management to support the goal of operational efficiency
3. Deepen the marketing knowledge within MCCMCU to be able compete for the global export market.
4. Re-align the strategic objectives of MCCMCU for the next three years for them to be able to deliver value to its members. Project Activities
Workshop on member services and formulation of an extension strategy
Implementation of the formulated extension strategy
Redesign train (staff and board) and follow-up implementation of a KPI dashboard
Roll out of the governance's Plan of approach
Induction of the new board Sub-committees
Hire a new Marketing staff
Annual SP review workshop
Exchange visit to AFCA
|
Organización exportadora de cacao líder en la Región Ucayali Convertirse en la Cooperativa exportadora de cacao número 1 de la Región Ucayali y promover y liderar una alianza de cooperativas productoras de cacao a través de un servicio de acopio centralizado. Elaborar un plan estratégico coherente con los nuevos objetivos de negocio de la cooperativa definir un plan financiero que sostenga las actividades futuras orientadas al cumplimiento de esos objetivos y por último crear los lineamientos de calidad y trazabilidad que la demanda productiva de la cooperativa y el mercado necesitan. SN
Tema
Acción
Resultados esperados
Actividades del proyecto
P.1
Governance
Revisión y rediseño de los Estatutos y el Reglamento interno de la Organización
Tener Estatutos actualizados y un Reglamento interno acorde a la nueva visión de la Cooperativa
P.2
Financial management
Elaborar e implementar un Manual de procedimientos administrativos y financieros
Tener un Manual de procedimientos administrativos y financieros
P.3
Organisational Development
Consultoría para elaborar el Plan estratégico el MOF y el ROF.
Obtener un Plan estratégico un MOF y un ROF
P.4
Organisational Development
Campaña de sensibilización a los socios
Tener socios sensibilizados en temas de la Cooperativa y medio ambiente
P.5
Production
Participación en curso sobre certificaciones
Miembros del área técnica capacitados en certificaciones
P.6
Organisational Development
Capacitación en temas cooperativos (Cooperativismo)
Mejorar el conocimiento y la capacidad de los socios
P.7
Governance
Capacitación en motivación y liderazgo
Contar con socios motivados y capacitados en liderazgo
P.8
Financial management
Contratar a un contador in house
Tener un contador a tiempo completo en la cooperativa para que se encargue de todas las labores relacionadas con el área contable.
|
Regaining the lead in the Cassava Industry in the Region The cooperative seeks to strengthen its business position by putting more focus on cassava trade and developing a new business model with its sub-buyers in order to optimize its income streams and protect its long-term position in the business. While the trade for Corn and Rice may be reduced the cooperative will further analyse the options needed to make these ventures more viable. The cooperative also sees the need to explore and develop new business opportunities for the cassava products to secure a more sustainable and long-term hold on the business. This initiative will be explored with the possible collaboration with other cooperatives in the cassava industry. The cooperative seeks to regain and maintain its position as the top producer-supplier of dry cassava chips in the province of Quirino and improve its business relations with SMFI to become the preferred supplier in the region. These objectives support the ambition of the cooperative to increase by at least 100% their current production volume by 2020. 2019
Business
Strategic Business Review and Planning
Approved business plan (2019-2021) implemented
Q1 Q4 2019
Financial management
Installation of new finance/business system for the Agribusiness-Cassava Trade operations
Bookkeeping/ computerised accounting system and database for the Agribusiness department installed
Q1 2019
Business
Explore and develop areas for collaboration and partnership with other coop producer-supplier of cassava to strengthen business position in the industry/Visit trading activity of other agricoops within Agriterra area of operation
Areas for collaboration and partnership with other Coop for business and cassava industry development established/ Team exposed and informed on in cassava/corn trading business
Q2 to Q4 2019
Governance
Agri coop youth leadership development
Agri coop youth leadership development stimulated
Q3 2019
Services
Advice
Business
Monitoring and Business Advise
Business Advise on demand
Q1 to Q4 2019
Business
Study/assessment of upgrading of production/processing efficiency (e.g. mechanization)
Technical study on upgraded production/processing operations of dried Cassava chips (from fresh tubers to dried chips) Reference: Mindanao starch processing plant
Q3 2019
Event: Training
Financial Management
Agri Coop FACT f-up Workshop
Updated FACT key officers attended
Q3 2019
Governance
Agri coop Governance training f-up Workshop
Input on Supervisory Board/Governance; Updated GHC; new planning for governance improvement; members commitment
Q2 2019
Business
Agri-Coop Sustainable Services Work-shop
Key staff participated. Developed the bundling of Integrated business services for efficients service delivery to cassava member farmers
Q1 2019
Event: Exchange visit
Governance
Learning Exchange on modern and professional Agri Coop management and operation (cassava production/starch processing/ marketing food-pineapple processing organic fertilizer production and mechanization Youth Entrepreneurship including trade exploration) in in- country in asia region or in Europe
Key Abrasa Agri-business Team together with other coops exposed and informed on how to manage successfull agri cooperatives
Q4 2019
2018
Strategic Business Planning
New business model for the sub buyers of cassava / 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
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 processing and marketing
Q3 2018
2019
Business
Strategic Business Review and Planning
Approved business plan (2019-2021) implemented
Financial management
Installation of new finance/business system for the Agribusiness-Cassava Trade operations
Bookkeeping/ computerised accounting system and database for the Agribusiness department installed
Business
Explore and develop areas for collaboration and partnership with other coop producer-supplier of cassava to strengthen business position in the industry/Visit trading activity of other agricoops within Agriterra area of operation
Areas for collaboration and partnership with other Coop for business and cassava industry development established/ participated in National Cassava Summit Governance
Agri coop youth leadership development
Follow-up session on Governance health Check for 2019Agri coop youth leadership development stimulated
Attended follow-up session on Governance health Check for 2019
|
JOBS JOBS JOBS ZAMBIA 2020 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 5 Cooperative organisations and 3 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 Groundnut Soya Beans 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 8 selected Organisations In Zambia approximately 5 Cooperative organisations and 3 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 20ATZ-8549. 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 cash flows 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.
|
Improving coffee production for Sustainable Business 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. 2020: will focus on improving coffee production improving its communication with members regularly (know their needs for services) improve its farm-input provision and increase its knowledge of the coffee value chain within and outside Tanzania. Also enhance performance youth council the collaboration WAMCS amp; WINO SACCOS will continue to improve the board of WAMCS. Project Plan are improvement on Coffee farmer amp; creating coffee farmer groups and preparation of Strategic Plan for Poultry business
|
Diversificando cultivos y modernizando el proceso de secado artificial de cacao. Durante el 2017 Acopagro ha dado importantes pasos en diferentes areas por ejemplo en el lado comercial ha logrado comprometer mas de 6000 TM de cacao para diferentes mercados internacionales superando su meta (5500 Tm). Por otro lado los estudios de mercado encargados para madera y citricos han contribuido para tomar decisiones de entrar a comercializar la naranja que producen el 60% de los socios sobre todo para controlar el precio de venta cuando es temporada baja. Finalmente por el lado de gobernanza también se observan importantes avances como su acuerdo de fijar un porcentaje de los ingresos de los socios para capitalizar a la cooperativa. Todo este desarrollo nos lleva a la siguiente fase una vez conseguido el mercado hay necesidad de asegurar producción en campo y su calidad para ello se piensa implementar hornos de secado con energia artificial. Asi mismo hay necesidad de seguir trabajando para fortalecer la gobernanza y mejorar las capacidades de gestión de los trabajadores. 1.- Implementar un nuevo almacén de cacao
mas amplio y que cumpla con condiciones técnicas que aseguren la buena calidad
de éste.
2.- Definición del tipo de tecnología y
equipos de secado artificial que aseguren volumenes procesados de acuerdo a la
demanda garantizando tiempos de entrega y calidad.
3.- Staff con mayores capadidades de gestión
y liderazgo.
4.- Socios con mayor conocimiento sobre el
cooperativismo y su compromiso como tal. overnance
Capacitación a directivos y delegados en roles y funciones cooperativismo y gestion empresarial de una cooperativa.
1 Taller de 2 dias de duración. Informe de la consultoria.
Mayo 2018
Governance
Evaluación de la capacitación 1 profundización de los temas que mas lo requieren y capacitación en habilidades directivas y liderazgo.
1 Taller de 2 dias de duración. Informe de la consultoria.
Setiembre 2018
Governance
Taller para técnicos y personal de cargos medios en temas de gestión empresarial y liderazgo.
1 Taller de 2 dias de duración. Informe de la consultoria.
Marzo 2018
Business
Estudio de evaluación sobre secadores artificiales de cacao analisis comparativo de mínimo 3 sistemas de secado incluye costos y análisis financiero.
Informe estudio compartivos de sistemas de secado aritificial
Febrero-Marzo 2018
Business
2 Pasantias de técnicos y directivos a Ecuador y República Dominicana para ver experiencias exitosas en secado artificial.( 4 participantes por pasantía)
Informes de pasantías.
Abril 2018
Governance
Pasantia a 3 cooperativas en la región de San Martín para conocer experiencias de gestión empresarial. Duración de 2 días. Participan 25 personas (20 directivos y delegados) mas 5 trabajadores.
|
Making farmer-led potato business profitable The project will be implemented by KDPGCUL in Uganda in 2020. Agriterra will provide advisory services related to the Good Agricultural practices (GAP) on potato growing business development and good financial management practices. The project goals for 2020 include:Increased practical knowledge on potato growing to membersHave active amp; vibrate collection centersAudit reportHave active amp; vibrate committeesIncreased knowledge on how to minimize post-harvest losesMarket information shared with membersImproved knowledge on potato growingPeriodic reporting amp; monitoringImproved governance practices Improved services to membersImproved services to members In 2020 the plan is to work on the following:Project Activities:Set demosOperationalization of potato collection centersPerform annual auditTraining committees about their roles and responsibilitiesOnsite training on potato growing and post-harvest handlingFacilitate the information search and access to marketServices AdviceGood Agricultural practices (GAP) on potato growingFollow-up on received BFM trainingFollow-up on received governance trainingEvent: Training My.Coop 3 amp; 4 (1st grp)My.Coop 3 amp; 4 (2nd grp)
|
Sustainable market for members through value addition of Lentil Barek Aleltu Farmers’ cooperative union is found in Norther Shoa and Special zone of Oromia Regional state in Sendafa town which is 40 Km from the capital city of Addis Ababa. The union was established in 2002 by 7 primary cooperatives that had a total individual member of 8162 (Male=7123 and Female=1039) in two districts with the capital of 177 000 ETB. The union was established to solve the members common socio-economic problems that cannot be addressed by primary cooperatives. Currently the union covering 4 districts namely Barak Alaltu Kinbibit and Abichu districts and the numbers of primary cooperatives increasing to 60 with individual members of 51805 (Male=46 039 and Female=5766). Moreover the capital of the union is growing to 25 million ETB. The agro-ecology of the union is highland and mid-highland. The major crop grown in the area are wheat teff lentil barely bean fab bean chickpea. The area is very suitable to animal husbandry and availability of abundant grazing land. The union have a linkage with consumers cooperatives in Addis Ababa and university to supply farmers produces for feed. Currently the union have 42 employees out of this 31 are constant staff (male 24 and Wome:7) and 12 temporary staff. The union aim to establish Lentil seed processing factory and upscaling the animal feed processing to engaged in animal husbandry. Agriterra can contribute for the realization of smoking chimney of lentil processing factory via internal capitalization at union levels and also capacitating the skill and knowledge of employee and also digitalizing the financial management system of the union. Engage in Lentil value addition and increasing the income of members The 2018 AP will focused on the following objectives:1. Creating at least one market linkage with international buyers 2. Developing the organizational structure of the union and 4 PCs for export readiness 3. Digitalis the financial management system of the union by adopting Peach-tree software 4. Develop the supply chain modality for exporting coffee in attractive manner
|
Establishing Niger seed edible oil refinery plant <p>Haragu multipurpose Farmers? cooperative union was established in 2001 in Guduru district in Kombolcha town. The union located 275 km away from the capital city Addis Ababa to the west and 67 km from zonal town Shambu. The union is operating in four districts namely Abay chomen Ababo Guduru Guduru and Jima Rare. In the operational area of the union major crops like maize sesame Niger wheat and teff are produced by small holder farmers?. The union was founded to solve economic and social problems of the members by efficient utilization of resources and improve the living standard of members by creating better market opportunity for farmers produces and supplying agricultural input and better technology that can increase production and productivity and value addition on farmers produces.
The union founded by ten primary cooperatives with initial capital of 120 000 Birr and by individual farmers of 7196 (6 784-male and 412-female). The number of primary cooperatives joining this union capital and the portfolio of the business has been increasing from time to time. Currently the capital of the union is grown to 15 million ETB and the members’ cooperatives reach 67 and having a total individual farmer of 39 030 farmers (30 260 male and 8770 female). The union has been working with Agriterra since 2015 and remarkable success have been achieved. Some of the achievements are; the union step to engaged in agro-processing of semi refinery Niger seed oil plant the PCs start to hire professional experts to diversify their business ambition boosting the output marketing the relation of the PCs and union and individual members are improved via different training. The union start mobilizing the internal capital and build trust and sense of ownership with members the individual members fetch hire price for their produce etc. </p> <p>In 2017 the action plans have been developed for 4 PCs in addition to the union to realize the union's business ambition. In 2017 the main target is to engage in agro-processing (by establishing a semi refinery edible oil plant). </p> <p>The following is the main focus to be achieved: </p>
<ul><li>Import the Niger seed edible oil refinery plant machinery
</li><li>Professionalizing major Niger seed producers’ PCs and improving their business dynamic
</li><li>Mobilizing 3 million ETB and realization of the investment plant
</li><li>Setup the human resource manual and guided professionally
</li><li>Increasing the output marketing and purchase 35 000 quintal maize 6000 Niger seed 5700 quintals of different crop
</li><li>Improving the financial management system of the union </li></ul>
|
Effective lobby and advocacy to attract investments for agricultural cooperatives Nepal Agricultural Cooperative Central Federation (NACCFL) is a central level umbrella organization of Small Farmer Agricultural Cooperatives (SFACLs) and Agricultural Cooperatives. NACCFL has a project contract with Agriterra to strengthen two aspects of NACCFL: (financially) sustainable service provision and effective lobby and advocacy support in 2016. NACCFL also maintained the record of member cooperatives. NACCFL and its member organizations have used the methodology of FACT to write SMART proposal and policy lobbying and advocacy. The result of the interventions was quite positive. NACCFL succeeded to attract grant from Government and provided inputs in the policy. To maintain the momentum achieved during 2016 there is need of continuation program in FACT.
For 2017 the collaboration of Agriterra and NACCFL focus on roll out coaching and effective use of FACT methodology in the policy lobbying and advocacy. Agriterra will introduce the concept of youth council and governance training to NACCFL and other clients. The expected outcomes are NACCFL and member organizations developed the lobby and advocacy skills and have access to government and donor grant. NACCFL properly utilized the information of member database for policy lobbying and advocacy Developed the lobby and advocacy skills and have access to government and donor grant. In 2017 Agriterra mainly focus on supporting NACCFL on effective policy lobbying and advocacy. NACCFL with their members have reaped the benefit of using FACT methodology to access the grants and influence in policy advocacy in last year. Government of Nepal and donor organizations value inputs from NACCFL in making strategic decision policy making and budget related to agriculture and cooperatives sector. Strengthening capacity of NACCFL in policy lobbying and advocacy will support to access that unspent budget of government and favorable policy change. This will benefit large number of farmers in Nepal.
Agriterra and NACCFL will do regular monitoring and coaching in the FACT trajectory and ensure the implementation of action plans made during the FACT workshop. The mid term evaluation will be done by Agriterra based upon the indicators set in the action plan. Agriterra will revise the action plans if needed.
In 2016 Agriterra has developed 16 local trainers for conducting the roll out of FACT training. In one roll out training Agriterra will provide one resource person and NACCFL will do remaining 2 training by own resource person.
During policy lobbying and advocacy NACCFL will give priority of gender and youth involvement in agricultural sector. As cross cutting issues of the project Agriterra also focus on governance and youth council with NACCFL.
|
Increasing volume of processed products through improved marketing plans and skills Annapurna Dairy Producer Cooperative Limited (ADPCL) and Agriterra started working together beginning of 2017 with the BHAG of: Improving profitability of the cooperative and the profitability of dairy farming for the members through increasing the volume of processed dairy products from 2000 liters today to 4000 liters in 2 years’ time. ADPCL is mainly specialized in the collection chilling processing and marketing of the milk produced by its 600 (484 at the start of 2017) farmer members. The cooperative furthermore has its own feed factory model dairy farm and provides credit and saving services to its members. ADPCL currently has difficulties in using the available processing capacity of its factory. Processing is required to add value to the milk of their members. In 2017 ADPCL in coordination with Agriterra focused on strengthening the marketing of the cooperative with activities such as research for product diversification and market segmentation investment in more attracting branding of shop/sales point and products exchange visit to other relatively successful dairy factory to gain idea on their marketing techniques and many more. In addition to these activities a study on production cost of farmers was also carried out to identify efficiency of the activities. As a result the milk intake which was 4000 liters per day at the beginning of 2017 has now increased to 4800 liters similarly processing has increased to 2700 liters from the previous 2000 liters. Still the results are not as expected. The biggest challenge of ADPCL in realizing this ambition remains in lack of marketing of processed products. Processing capacity is available in the current facility but it is not used to its optimum because the cooperative cannot find sufficient market. In 2018 as well ADPCL and Agriterra will mainly focus in this action plan on strengthening the marketing and organizational capacity of the organization while also paying attention to production at member level. The BHAG developed with ADPCL is: Improving profitability of the cooperative and the profitability of dairy farming for the members through increasing the volume of processed dairy products from 2000 litres today to 4000 litres in 2 years time. Annapurna Dairy Producer Cooperative Limited (ADPCL) and Agriterra started working together beginning of 2017 with the BHAG of Improving the profitability of the cooperative and the profitability of dairy farming for the members through increasing the volume of processed dairy products from 2000 liters today to 4000 liters in 2 years’ time. ADPCL is mainly specialized in the collection chilling processing and marketing of the milk produced by its 600 (484 at the start of 2017) farmer members. The cooperative furthermore has its own feed factory model dairy farm and provides credit and saving services to its members. ADPCL currently has difficulties in using the available processing capacity of its factory. Processing is required to add value to the milk of their members. In 2017 ADPCL in coordination with Agriterra focused on strengthening the marketing of the cooperative with activities such as research for product diversification and market segmentation investment in more attracting branding of shop/sales point and products exchange visit to other relatively successful dairy factories to gain idea on their marketing techniques and many more. In addition to these activities a study on the production cost of farmers was also carried out to identify the efficiency of the activities. As a result the milk intake which was 4000 liters per day at the beginning of 2017 has now increased to 4800 liters similarly processing has increased to 2700 liters from the previous 2000 liters. Still the results are not as expected. The biggest challenge of ADPCL in realizing this ambition remains in lack of marketing of processed products. Processing capacity is available in the current facility but it is not used to its optimum because the cooperative cannot find a sufficient market. In 2018 as well ADPCL and Agriterra will mainly focus on this action plan on strengthening the marketing and organizational capacity of the organization while also paying attention to production at the member level. The cooperative realized the target of marketing 4000 liters milk daily and paid Rs 8 extra on base price. This year 2020 the cooperative has set a target to increase its collection by 7500 liters by increasing productivity and by merging with other similar types of dairy cooperative. Similarly the cooperative has a plan to establish a feed factory to decrease the cost of milk production.
|
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.