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Boosting Limu Innaria Union Coffee output marketing Limu Enara Farmers' Cooperative Union was established in 1998 and legally recognized in 2006. The General Assembly is the supreme organ of the union at present constituted from 55 primary cooperatives with a total of 16733 members of which 693 are female. The union has a general assembly board of directors management body and control committee. Under the board of directors one general manager and three functional units are working in the union office. It has accounting department capable of controlling all operation of purchase and sells and all the accounts are audited every fiscal year. The Union has its own office and farm input and ware houses to stock and procure farm products and inputs to member cooperatives. The main activities of the union includes among the other:
collection processing and marketing of member crops such as maize coffee and oilseedsSupply of agricultural inputs through primary cooperatives Providing training to membership and Supply edible oil sugar and industrial commodities to members.
Since Agriterra project interventions commencement in 2013 the union has managed to develop a feasibility study on Niger seed edible oil processing and a sound five years strategic business plans so as to achieve its business ambitions successively. The union has further accessed organizational strengthening supports and on site coaching for improved output marketing and agronomic practices. As a result it was made possible to professionalize the union accounting system and introduce new varieties of Haricot bean and chick pea in the union area and improved varieties of Niger seed. The feasibility study advised the union to focus on Niger seed output marketing domestic and export markets instead of focusing on processing. However the 2014 output marketing performance of the union was almost zero for Niger seed at union level while it shows 5 250 quintals output marketing at the top ten PC which they have been marketing directly.
Based on project evaluation of the union in 2016 the union came up with new business cases that suits well with Agriterra interventions in 2017. The business case presented by the union being boosting specialty coffee output marketing through primary cooperatives organizational strengthening. Boosting Limu Innaria Union Coffee output marketing through strategic market linkages and PC strengthenings Even though few strategic advisory services has been planned at the union level the main activities for 2017 fiscal year target mainly 8 primary cooperatives known for coffee productions.
PC level coffee washing machines and accompanying building infrastructures. The coffee machines costs 400 000 (duty free) and 700 000 with tax. Total costs for coffee washing machine and building amounts to 1.2 million. A total of 8 primary cooperatives are viable for this business based on the union observations.Internal capitalizations at 8 PC level for 1.2 million*7=8.4 million ETB .Coffee quality managements (processing and post-harvest handling)Doubling the output marketing performances of 7 primary cooperatives for specialty coffeeAgronomy and pc managers professionalization’sOrganizational strengthening’s through- Governance coaching track contract farming coaching track purchase and sale coaching trackAgripoolers- PC level business planning’s.Intern: member's commitments in maintaining coffee supplies to the union
The detail proposition of the union has been summarized in the follwing manner for intervention purposes:
Production levelSpeciality Coffee quality managements (Production processing and post-harvest handling)
Business levelImproving the output marketing performances of primary cooperatives
Organisational Development levelConduct organizational development capacity building for eight primary coops
Financial management levelImproving the financial management system of cooperatives
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Fortaleciendo la gestión La Asociación de Productores de Leche Yapacaní – Puerto Grether (ASOPLE) es una asociación de derecho privado constituida por productores de leche el 4 de noviembre de 1977. ASPOLE nació con unos 15 productores que se agruparon por la necesidad de comercializar su producción de leche. En aquellos años las vías de comunicación terrestre eran muy deficientes y el transporte de leche muy complejo por lo que se agruparon para solicitar a la industria lechera PIL Andina que les pusiese en la región un tanque donde entregar la leche de los asociados ya que antes transportaban la leche en tachos en camión durante horas hasta la fábrica.
Para poder hacer el transporte de leche desde el sector Chore hasta el tanque de acopio que les instaló Pil Andina en la zona ASOPLE compró con aportes de los asociados un camión cisterna y comenzó a organizar el acopio. Con el paso del tiempo ASOPLE ha expandido sus servicios a los asociados incorporando extensión técnica producción de alimento balanceado venta de productos veterinarios gestión de créditos a los asociados pruebas de laboratorio y venta de abarrotes y ha ampliado su número de asociados a más de 300 hasta llegar a comercializar aproximadamente 70 000 litros de leche al día a PIL Andina (el 75%) y a la empresa de capital social La Purita (25%).
La relación con Agriterra se produjo a través del trabajo con la federación departamental de productores lecheros (FEDEPLE) quien introdujo a ASOPLE y la posibilidad de trabajar con la organización. Por ello en el mes de julio de 2017 se realizó el scoping de la organización y se validó que ASOPLE cumple los requisitos exigidos por Agriterra para incorporar a la organización como cliente.
La organización cuenta con una elevada estabilidad financiera y económica para alcanzar su objetivo ambicioso a 2022 de aumentar la producción media diaria de sus asociados de 70 mil litros a 120 mil
litros un aumento cercado al 50 por ciento a la vez que mejora la calidad de
la leche producida. Pero para ello debe reducir las ineficiencias internas que ahora mismo sufre a todos los niveles. Agriterra realizó el scoping y el análisis organizacional a ASOPLE en la segunda mitad de 2017. ASOPLE es una organización estable política y económicamente pero sufre algunas ineficiencias que son necesarias mejorar para fortaceler el crecimiento a largo plazo en producción y calidad de leche que la organización desea. El Plan de Acción 2018 se centra en reducir las ineficiencias a todos los niveles: administrativo control interno y financiero pago de impuestos planta de alimento balanceado y acopio de leche. Se procede a iniciar la colaboración con Agriterra en el año 2018 centrando los esfuerzos en los siguientes objetivos a través de las acciones definidas:
Mejorar y desarrollar el software informático
Financiación del trabajo de adecuación de los módulos existentes y desarrollo de nuevos módulos necesarios (módulo de asociados)Consultoría en desarrollo de software contable para el apoyo en la negociación del contrato validación del contrato fiscalización de la implementación de software capacitación y aprobación del fin del trabajo de desarrollo del software
Obtener la exención tributaria
Consultoría en exención tributaria
Emplear balanzas electrónicas en el acopio
Financiación de la adquisición de 5 balanzas de acopio de leche para su implantación en cada uno de los centros de acopioAsesoría para facilitar la adquisición e instalación de las 5 balanzas de acopio de leche
Finalizar y validar todos los Manuales
Financiación para la elaboración por un experto del Manual de vehículos y su revisión y validación por la comisión de manualesRevisión y validación por la comisión de manuales de todos los manuales en desarrollo
Mejorar la capacitación contable tributaria y financiera del personal y del directorio
Consultoría en capacitación tributaria financiera y contable para mejorar el conocimiento en la materia del personal directorio y potenciales líderes de ASOPLE
Potenciar la planta de alimento balanceado
Asesoría para capacitar a ASOPLE sobre los requisitos para obtener la certificación de SENASAG en su panta de alimento balanceadoFinanciación de los gastos incurridos en la capacitación y los trámites para la obtención de la certificación SENASAG
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Chinsali District Farmer Assocation <p>Partnership between CDRA and Agriterra started in 2013. After shift in Agriterra’s approach of having a business advisor based in Zambia he conducted an organisation assessment to better understand the performance and proposed way forward of the partnership. The organization assessment report is available in which joint activities and objectives have been elaborated.</p>
<p>Having been dependent on Agriterra funding since 2013 CDRA now needs to transition into a more financially independent association. Financial independence was already identified as a key point of improvement in the Financial Health Check of 2015 when it was recommended to elaborate a scenario if Agriterra would pull out. Now that Agriterra is reducing funding such a plan is very timely en necessary.<br>CDRA has business ideas that are credible in boosting financial sustainability in future but the organization needs guidance on how to achieve its objectives in such a more business-oriented fashion for instance in terms of marketing rice and facilitating access to credit. CDRA is open to facilitate cooperation in the regional context with IDRA and other associations nearby as it has done in the past through exchange visits. Seed production milling and collective marketing are areas that could be taken up jointly in the region.</p> <p>increased production by members improved marketing and increased financial sustainability of CDRA.</p> <p>Activities in action plan:</p>
<p>1.1 Improved service provision structure to members; action plan available plus financial projections</p>
<p>1.2 Continuation of 32 demonstration plots </p>
<p>1.3 Provide extension services that are financially sustainable by ensuring that members who receive extension services market their rice through CDRA</p>
<p>2.1 Governance Training</p>
<p>2.2 Elaborate new CDRA Strategic Plan incl. marketing plan and financial forecast to become more financially independent.</p>
<p>2.3 Enhance financial sustainability of CDRA through internal capitalisation and paid membership services; show added value of CDRA to realize a higher percentage of paid-up members</p>
<p>2.4 Elaborate business plan for rice mill (possibly in collaboration with IDRA)</p>
<p>2.5 Member meeting to explain what services CDRA provides to its members (and what not)</p>
<p>2.6 Facilitation of monthly board meetings</p>
<p>3.1 In-house Basic financial management training – (together with IDRA)</p>
<p>3.2 Financial management / governance training for SACCOs</p>
<p>4.1 Workshop Record keeping and services for members (together with IDRA)</p>
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Establish Advocacy and Lobby Unit (ALU) for income generation and lobby. Nepal Agricultural Cooperative Central Federation Limited (NACCFL) is a central level umbrella organization of Small Farmer Agricultural Cooperatives (SFACLs) and Agricultural Cooperatives. Besides its regular activities it has also been supporting technically and through lobby for its member cooperatives for accessing grants from different stakeholders. In 2017 the collaboration of Agriterra and NACCFL focus on roll out coaching and effective use of FACT methodology in the policy lobbying and advocacy. Furthermore Agriterra introduced the concept of youth council and governance training to NACCFL . As an output NACCFL and member organizations developed the lobby and advocacy skills and have access to more government and donor grants. And has formalized electronic database which has supported in formalizing policy and lobby. NACCFL has been taking lead role in implementing FACT tools in Nepal and was able to realize NPR 42.5 million from ministry in 2017. The goal of this project is :
Generate income for NACCFL by providing services (proposal writing lobbying) to member cooperatives through its Advocacy and Lobby Unit (ALU)Create favorable environment for cooperatives by submitting advocacy/policy paper and lobbying to the government authority on the issues of cooperatives. This project aims strengthen the lobby and advocacy capacity of NACCFL through developing a self-sustaining service unit within NACCFL that particularly provides support to its members on lobby and advocacy through proposal writing and policy advocacy based on the FACT methodology. NACCFL has planned to establish Advocacy and Lobby Unit (ALU) the unit will support SFACLs to develop grant proposals in response to different calls and also lobby for the grants and lobby with governement/development authorities to create enabling environment by changing policies in favour of agriculture cooperative. This unit will constitute of 4 experts and also work in close collaboration with government agencies and development organizations. From the service this unit will charge nominal fees which will ultimately help it to be self-sustained. Through this unit and project at least proposals worth NRS 200 million will be applied to different donors/stakeholders. Out of which at least 40 percent (or proposals worth NRS 80 million) will be successful till July 2020.
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Strengthening the institutional capacity and market orientation for producers organizations Since September 2013 the Food and Agriculture Organization of the United Nations (FAO) and the Rabobank Foundation have engaged in country-level collaborations in Ethiopia Tanzania and Kenya under a Memorandum of Understanding (MoU) that was renewed in 2018. The strategic collaboration is aimed at improving the food nutrition and income security of smallholder farmers (SHFs) by facilitating their access to finance marketing and other services through Producer Organizations (POs) and providing sector support through public private partnerships (PPPs) to create more efficient and inclusive agri-food value chains (VCs) to reduce food loss and waste. This Agreement falls under the project “Facilitating access to financial services for smallholders and agricultural SMEs” (MTF/GLO/069/RBK) which aims to capitalize on the successful work done to date in Ethiopia through the partnership between FAO ICCO Cooperation Terrafina Microfinance (ICCO TMF) Stichting Agriterra and Rabobank Foundation in order to systematically address the demand and supply side constraints of access to finance and scale up sustainable financial linkages between the microfinance institutions (MFIs) and the POs in the West Arsi Zone in the Oromia Region in Ethiopia and ultimately in other areas throughout the country. The overall vision of the project is therefore to empower producers and their POs with productive resources and to equip the participating MFI (Buusaa Gonofaa MFI in Ethiopia) to deliver sustainable financial services to POs. Stichting Agriterra is an international non-for-profit non-governmental agri-agency with Dutch roots. Stichting Agriterra will support the above-mentioned project through this Agreement bringing to the partnership extensive experience in capacitating and professionalizing farmer marketing cooperatives and cooperative unions. Furthermore it is important to highlight that Stichting Agriterra has been active in Ethiopia since 2012 and is currently working with 24 farmer cooperative unions and 25 primary cooperatives to improve their business performance; enhance their creditworthiness and bankable; and improve their position in their respective VCs The Service Provider will provide Technical Assistance (TA) and capacity building to participating POs andcooperative unions to achieve the following:a) Institutional capacity and market orientation of selected POs strengthened (i.e. business andmanagement capacities) through at least two training's events on: business plan development andexecution; and purchasing and marketing.Performance indicator: Number of training sessions delivered/conducted (target: 2) and number of business plans developed and endorsed by the participating MFI (Buusaa Gonofaa MFI in Ethiopia) and loans approved (target: 6) Means of verification: Training reports and quarterly status reportsb) Linkages established with cooperative unions through the facilitation of market linkages with the cooperative unions improving collaboration between POs and cooperative unions on issues related to price-setting and negotiations.Performance indicator: # of partnerships/agreements/contracts that formalize relationships between POs and cooperative unions/buyers (i.e. for input distribution and/or marketing) (target: 6) Means of verification: Quarterly status reports capacitate Producer organisations or primary cooperatives by delivering;A. business plan training B. Coaching and follow up with POs on credit administration C. Purchasing and marketing trainingD.strengthening PO organizations by hiring six managers and accountants.
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Establish Marketing Facilitation Desk (MFD) for business development and lobby. CTCF was established and registered in 2010 September 16th under cooperative department of Nepal Agriculture and Ministry of cooperative with registration number -18/067/068 to work as an umbrella organization for all the tea cooperatives of Nepal. Recently there are one hundred tea cooperatives five district tea cooperative federations 7500 house hold members eighteen thousand farmers involved in tea farming more than eighty thousand people are employed in this sector. CTCF is organizing various programs at grassroots farmers cooperatives district state(provincial) and national level in cooperation with Locals states and federal government National Tea and Coffee development Board National Cooperative Federation National Cooperative Bank various I/NGOs Asian Farmer association for sustainable Rural development(AFA) World Green Tea Association ILO country office for Nepal TEASEC Nepal SNV/Nepal Agriterra Netherlands SIMEN Project UNNATI projects MAAS International International Trade Centre (ITC) Fondation de France (FDF) commercial banks and financial institutions different industries and companies to make them more sustainable in both farming and business case resulting in entrepreneurship development with promoting responsible business practices.
Goal:
To provide quality services to member cooperatives develop skilled human resources and develop organizational capacities of member cooperatives by the year 2018.
Key goals:
Professional and strengthen institutional capabilities of tea cooperatives in Nepal Intensified representation lobby and advocacy Improved cooperative tea marketing andCTCF sustainability. The overall goal of this project is to link cooperative tea in the international market by focusing on building new sales relation.In terms of quantitative target CTCF has planned to sell 2000 kgs of tea through MFD in the period of January 2020-December 2020.CTCF will have new business linkage with 25 new buyers. Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010 CTCF has developed into an organization with 101 member coops (representing more than 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2018 was focused on business development marketing and lobby. In the recent years many of the members of CTCF have established a tea processing factory. These members are increasingly demanding CTCF to assist them in their marketing activities to sell the tea they produce. Most of the tea produced is being sold to middleman where the farmers are paid low prices. An Agripool assignment was conducted in July 2018 to concretize the plan of establishing a Marketing Facilitation Desk (MFD) by CTCF to address the demands of their members. The tea experts facilitating the assignment found that the tea of Illam is of high quality and can be sold in international markets. The MFD will focus on linkage of members tea with the national and international buyers by conduction different promotional activities and attracting buyers in buying cooperative tea. MFD is charging 10% of the total price to make its business sustainable. CTCF has planned to sell 2000 kgs of members tea through MFD in the period of January 2020- December 2020
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Youth inclusion Coffee Rwanda Name project: CBI Specialty Coffee Programme Rwanda
CBI Project:114711 / RW2301
Name activity: Youth Inclusion
Period: October 2019 ndash; December 2020Agriterrarsquo;s proposal to battle the problem of the aging workforce in the coffee sector is to partner with the eight start-up SMErsquo;s as selected by CBI in addition to two coffee cooperatives (Abakundakawa Rushashi and Twongerekawa Coko) in Gakenke District. These cooperatives complement the SMErsquo;s in such a way that they form ideal vehicles for jobs creation for youth in the coffee sector and have the ambition to increase their presence on the international specialty coffee market. We believe that cooperatives are a perfect channel to mobilize youth and to make their business activities sustainable. Please find below the customized composition of our proposal which will contribute to making the Rwandan coffee sector cool and profitable for youth.Overview of activities
Youth workshop
Youth participation is the key to sustaining the cooperative in the future. The objectives of the workshop are to inform cooperatives about youth participation by setting up youth councils and supporting them to specify their aim structure and place in the cooperative. Agriterrarsquo;s renown youth workshop approach stimulates interactive discussions between board members management and young members on youth participation in the coffee sector their interests and possible concerns and lists the benefits and challenges related to youth participation.
Youth mobilization events to the coffee sector
To make the coffee sector cool there must be fun activities for youth to enjoy but again to earn income. We plan to organize football matches from village up to sector level in Gakenke district to attract more youth as active members of the coffee cooperatives. During those matches sensitization on engaging in the coffee sector (production or other coffee related business activities) will be done and winners will be offered some prizes to motivate them.
Media campaign to mobilize youth in the coffee sector
A specific media campaign will be conducted to inform youth about the importance of joining the coffee sector and the earnings they can make out of the sector. Rwandarsquo;s National Agriculture Board will be engaged in the campaign which should have impact across the country from production to marketing.Organic compost production training
Agriterra will organize a training course for youth on composting. Many coffee fields are not in optimal production because the soil is not being stimulated to offer the best environment for prosperous coffee production. By training interested start-ups and the youth of the Gakenke communities on compost making they are offered a new skill which can allow them to generate income. Farmers either organized in cooperatives or operating individually as coffee farmers will be tempted to pay for these new services of local youth because it will immediately impact their production and hence their income.
Management of coffee fields by youth
During the youth workshop Agriterra will sensitize the coffee producers to make pieces of land available for youth to work on; not only for them to learn more about coffee farming techniques but also to earn an income. The eight selected start-ups can offer management services to old farmers of the cooperatives. Youth will help old farmers on the land and support them in their daily work on the field which will increase the coffee production. Not only this will create employment for youth and generate income but also will ensure the efficient production. Larger communities will benefit from the increased coffee revenues.
Training on organic farming
The international market is increasingly asking about the agricultural practices used to produce the coffee it enjoys so much. To meet this market demand and to ensure that the green coffee is produced under sustainable economic social and environmental conditions Agriterra will train the cooperatives and the selected SMEs on organic farming. This training will include practical sessions to make different fertilizers which can restore the natural fertility of exhausted soils good agricultural practices and organic insect prevention using ash resolution.
Business development workshop
To support cooperatives and the selected SMEs to identify challenges in their value chain and come up with interventions and solutions Agriterra will organize tailor made business development workshops for entrepreneurs in the coffee sector. This will improve their position in the value chain. Among others during this workshop cooperatives/SMEs are taught how to make a sound business plan and create value for this international commodity.
Business advisory services and project management
Agriterra will assign one Rwandan business advisor to this project for 80 days for the total duration of the project. He/she will be in charge of coaching selected start-up SMErsquo;s and two coffee cooperatives in different aspects such as agronomic practices business development marketing amp; branding and daily advisory services. Inclusion of youth in the coffee value chain. Overview of activitiesYouth workshop Youth participation is the key to sustaining the cooperative in the future. The objectives of the workshop are to inform cooperatives about youth participation by setting up youth councils and supporting them to specify their aim structure and place in the cooperative. Agriterrarsquo;s renown youth workshop approach stimulates interactive discussions between board members management and young members on youth participation in the coffee sector their interests and possible concerns and lists the benefits and challenges related to youth participation.Youth mobilization events to the coffee sector To make the coffee sector cool there must be fun activities for youth to enjoy but again to earn income. We plan to organize football matches from village up to sector level in Gakenke district to attract more youth as active members of the coffee cooperatives. During those matches sensitization on engaging in the coffee sector (production or other coffee related business activities) will be done and winners will be offered some prizes to motivate them.Media campaign to mobilize youth in the coffee sector A specific media campaign will be conducted to inform youth about the importance of joining the coffee sector and the earnings they can make out of the sector. Rwandarsquo;s National Agriculture Board will be engaged in the campaign which should have impact across the country from production to marketing.Organic compost production training Agriterra will organize a training course for youth on composting. Many coffee fields are not in optimal production because the soil is not being stimulated to offer the best environment for prosperous coffee production. By training interested start-ups and the youth of the Gakenke communities on compost making they are offered a new skill which can allow them to generate income. Farmers either organized in cooperatives or operating individually as coffee farmers will be tempted to pay for these new services of local youth because it will immediately impact their production and hence their income.Management of coffee fields by youth During the youth workshop Agriterra will sensitize the coffee producers to make pieces of land available for youth to work on; not only for them to learn more about coffee farming techniques but also to earn an income. The eight selected start-ups can offer management services to old farmers of the cooperatives. Youth will help old farmers on the land and support them in their daily work on the field which will increase the coffee production. Not only this will create employment for youth and generate income but also will ensure the efficient production. Larger communities will benefit from the increased coffee revenues.Training on organic farming The international market is increasingly asking about the agricultural practices used to produce the coffee it enjoys so much. To meet this market demand and to ensure that the green coffee is produced under sustainable economic social and environmental conditions Agriterra will train the cooperatives and the selected SMEs on organic farming. This training will include practical sessions to make different fertilizers which can restore the natural fertility of exhausted soils good agricultural practices and organic insect prevention using ash resolution.Business development workshop To support cooperatives and the selected SMEs to identify challenges in their value chain and come up with interventions and solutions Agriterra will organize tailor made business development workshops for entrepreneurs in the coffee sector. This will improve their position in the value chain. Among others during this workshop cooperatives/SMEs are taught how to make a sound business plan and create value for this international commodity.Business advisory services and project management Agriterra will assign one Rwandan business advisor to this project for 80 days for the total duration of the project. He/she will be in charge of coaching selected start-up SMErsquo;s and two coffee cooperatives in different aspects such as agronomic practices business development marketing amp; branding and daily advisory services.
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Impact of and Support to Dairy Sector Development Sinthe Livestock Cooperative is located in Sinthe village a village in the area of Sagaing township just Southwest of Mandalay in the Central Dry Zone of Myanmar. The Dry Zone covers more than 54 000km encompassing 58 townships which span from lower Sagaing region to the western and central parts of Mandalay region and most of Magway region. It is estimated that approximately one-quarter of the country’s population live in the Central Dry Zone area. Situated in the shadow of the Rakhine mountain range the Dry Zone receives limited rains compared to country averages. Insufficient rain is not the only potential hazard however as decreasing forest cover and soil erosion place communities at greater risk of localized flash floods during times of heavy rain. The Dry Zone is particularly affected by food security issues (The MIMU 2017). In Sagaing region from January till about June (about six months) production can take place. From July till September it is rainy season and cows are moved due to the flooding. Milk production decreases. From October till December production is mediocre as cows are calving.
Sinthe livestock cooperative is based near Mandalay an area where many cows can be found. The village Sinthe has two cooperatives: one general cooperative focused on agricultural activities mainly for the rice production and the other one is the livestock cooperative which is assessed. The cooperative only activity is providing loans of funding made available through cooperative department as well as their own equity and savings. About 352 farmers borrow every half year amounts between 100 000 and 500 000 MMK. Not all of the members currently have cows including the board members. As the milk price is low the board members want to find ways to increase the livelihood of the villagers. Milk processing might be an option and is supported by the Sagaing cooperative department. Till date no activities have been carried out to setup this processing activity. Although the board members have (probably) the best intentions they don’t know the steps to be made. The BHAG of the cooperation: “Highest income for farmers in Sinthe village through processing milk”. The cooperative has the ambition to start collecting milk and do the processing. When the plan can be made concrete this processing plant could be regarded as a smoking chimney. The board members have an ambitious business plan for the cooperative. They already discussed with near 50 members who have more than 10 number of cows. Their plan to be a group business is dairy processing. The cooperative will collect milk from members advice on cows with the collaboration of other technical departments and the member will invest money in a dairy processing unit.Next to that the investment of dairy processing will be from members’ investment and investors from outside. The investors will provide money to buy machinery dairy processing and receive a part of profit pro-ratio from dairy processing output. Dairy processing will buy milk from cooperative process milk into dairy products and sell to the market.Members are willing to invest in the dairy cooperative with 200 000/- MMK. The members who have cows will be organized to be members of the cooperative. The members who have no cows will be stimulated to buy the cows based on the return of the dairy processing unit.As still quite some information about the business case is unknown the coming half year will be used to gather information and to see whether processing of dairy is feasible. With a feasibility study this should be proven. As the farmers are not behaving like members of a cooperative it is suggested to carry out a My.Coop training to make the (potential) members aware of the rights and obligations of being a member of a cooperative.2020 PlanThis is the third year of Agriterra involvement with this client. In the 1st year (2018) the cooperative established the dairy business by breeding more cows. In 2nd year (2019) the cooperative has started milk processing into dairy products such as Yoghurt Pasteurized Milk Fresh Milk and Cold Milk. In 3rd year – 2020 the cooperative has many plans such as to increase dairy processing breed more milking cows establish a new dairy product shop and install a set of a new dairy processing machine. They also planned to get finance from others to breed more cows for members. If members breed more milking cows they will be supported by the Myanmar New Zealand Dairy Excellence Project to get quality milk.
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Assisting Rukiga Sacco to get to the next level. Rukiga Savings and Credit Scheme Cooperative Society (RSACCO) is a member based member founded member owned financial institution and is duly registered as a cooperative Society under the 1991 Co-operative Act. It was started 2002 but formalized in 2003 with the registrar of co-operatives. The founding process was led by father Gaetano with an intention of eradicating poverty among the residents of Rukiga County. The Sacco has 9 300 members 1 main office and 5 branches in Rukiga County.
Rukiga SACCO render financial services to their members mainly farmers. Wherea sthe SACCO and its branches are all located in the Rukiga County services are also given to people who come from the neighboring districts of Ntungamo and Rukungiri and from the other sub counties of Kabale district.
Conclusion from the company assessment is that Rukiga Sacco is already on a good level and has a strong position in this region but to bring the Sacco to the next level action on certain topics is required.
Agriterra can support Rukiga Sacco by giving trainings to staff / BoD and supporting the Sacco in making strategic decisions. Rukiga Sacco can also benefit from sharing experiences with other SACCOs and vice versa.
2016 will be the year of reorganizing internally to handle the growth is the main goal this year. For example hiring an internal auditor to reduce the risks. Goals 2016
Making a bankable business planBenchmarking with other Sacco'sDeveloping KPI dashboardInduction of an internal auditor
Goals 2017
Getting a loan to increase the business to be able to meet the increased demand for loans from members
Improving HR to profesionalize the business
Setting up youth councils to increase youth involvement
Support the community in setting up non financial cooperatives
Goals 2018- The project will focus on strengthening migration to electronic banking processes right from boosting networks at Branch level and members adapting to electronic loan applications. Strengthening Human resources function by mentoring one officer to take on this task.
1. Have one staff take up the role as HR Officer being mentored for one year.
2. At least 20% of loan application done electronically Conclusion from the company assessment is that Rukiga Sacco is already on a good level and has a strong position in this region but to bring the Sacco to the next level action on certain topics is required.
Agriterra can support Rukiga Sacco by giving trainings to staff / BoD and supporting the Sacco in making strategic decisions. Rukiga Sacco can also benefit from sharing experiences with other SACCOs and vice versa.
2016 will be the year of reorganizing internally to handle the growth is the main goal this year. For example hiring an internal auditor to reduce the risks.
In 2018 the project will focus on strengthening migration to electronic banking processes right from boosting networks at Branch level and members adapting to electronic loan applications. Strengthening Human resources function by mentoring one officer to take on this task.
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Increase cooperative vegetable business through own outlets and other sales channels 2018
Agriterra has started collaboration with AACL in March 2017 which gave opportunities to know each other better. During 2017 Agriterra mainly focused on study of cooperative vegetables marketing strengthening institutional capacity in managing agricultural cooperatives and on financial management. As follow up of advisory services in 2017 AACL has started mushroom and tomato packaging with cooperative logos and provision of vegetable price list daily on the notice board. AACL has formed separate management team for cooperative marketing. These activities have resulted in increased sales turnover of vegetable marketing. Currently AACL is only able to absorb approximately 2 percent of total production of its members through one cooperative outlet. AACL has made a plan to add two new outlets and use different sales channels for increasing the sales turnover. AACL would like to further position itself in the vegetable marketing by adding value to the products of its members with own branding logos and packaging. In order to do that there is need to further improving financial management and increase capital to support the marketing plans. AACL has formulated BHAG to develop and implement a sustainable and cooperative vegetable output marketing modality for the 150 commercial farmer members. The proposed activities are made to achieve sales turnover of cooperative vegetables marketing of Rs.25 million in 2018.
2019
Since 2017 Agrtiterra has been providing advisory support to AACL. In 2017 Agriterra focused on study of cooperative vegetables marketing strengthening institutional capacity on cooperatives and financial management. In 2018 the collaboration focused on institutional capacity development on strategic financial management internal capitalization governance and market development. AACL developed 3 years business plan for vegetable marketing. These efforts resulted to increase sales turnover by 2 times compare to 2017. The sales turnover was NPR 10 million in 2017 and NPR 20 million in 2018.
AACL would like to further position itself in the vegetable marketing by professionalizing its marketing services and adding value to the products. AACL has set goals to achieve sales turnover of NPR.66 million by own main and branch outlets home delivery and delivering to restaurant hotels and hostel. The proposed action plans are targeted to support AACL for achieving its goals. 2018
The proposed activities are made to achieve sales turnover goal of cooperative vegetables marketing of Rs.25 million in 2018 through following sales channels
Existing outlet: Rs.10 million
New 2 outlet: Rs.8 million
Wholesale: Rs.4 million
Other channels: Rs. 3 million
2019
The proposed activities are made to achieve sales turnover goal of cooperative vegetables marketing of Rs.66 million in 2019 through following sales channels
Existing outlet: Rs.30 millionNew outlet: Rs.9 millionHome delivery and online shopping: Rs.12 millionHotels/restaurants : Rs.15 million 2020AACL has set target to reach sales turnover of NPR 40 million and pilot mushroom marketing with value addition in 2020. 2018The overall objective is to increase member income through establishing cooperative vegetable marketing.Sub Objective 1: Strengthen capacity of vegetable marketingActivity 1.1 Workshop on developing cooperative marketing policy and guidelinesActivity 1.2 Engineering design with cost estimation of existing cooperative shop and new cooperative outletsActivity 1.3 Workshop on preparing business plan of cooperative marketingActivity 1.4 Assessment to explore the possibilities on expanding business of cooperative shop and entering on trade marketingActivity 1.5 Monthly meetings/workshops of representative of BoD marketing sub committee manager and marketing managerActivity 1.6 Mid term and final review worskhop to track the progess and provide support for planning and implementation of advisory support and events.Sub Objective 2: Strengthen institutional capacity on financial managementActivity 2.1 Workshop and field visit on market assessment and developing branding/market positioning planActivity 2.2 Submit audit report of 2017/18 and discuss results with Agriterra BAActivity 2.3 Follow up action plan of basic financial management trainingActivity 2.4 Follow up learning from study tour program 2019Sub Objective 3: Expansion of cooperative vegetable marketingActivity 3.1 Regular visit of new and existing institutional customers for market promotion and feedback collectionActivity 3.2 Visit door to door for promotion of outlets and home delivery services and feedback collectionActivity 3.3 Define value proposition of products and contents for brochureActivity 3.4 Engineering design with cost estimation of existing cooperative shop and new cooperative outletsActivity 3.5 Inauguration program of new outletActivity 3.6 Workshop and field visit on market assessment and developing branding/market positioning plan (In line with A.1)Activity 3.7 Workshop and field visit on developing plan of supply chainSub Objective 4 : Support in production as per demandActivity 4.1 Orient farmers about production plan and market demandActivity 4.2 Interaction program between farmers and buyersActivity 4.3 Monthly coaching farmers on technical aspect and production planActivity 4.4 Regular observation and coaching of farmers at fieldSub Objective 5: Increase transparency and accountabilityActivity 5.1 Select farmers for contract farmingActivity 5.2 Develop website of vegetable cooperative marketingActivity 5.3 Workshop on developing 3 years financial planActivity 5.4 Regular monthly meeting of BoD Manager and Sub committeesActivity 5.5 Regular coach and follow up of action plans of workshop/training on governance financial management strategic financial management and internal capitalizationActivity 5.6 Mid term and final review workshop to track the progress and provide support for planning and implementation of advisory support and events.Activity 5.7 Submit audit report of 2017/18 and discuss results with Agriterra BA2020Sub objective 1: Increase sales channelActivity 1.1 Visit door to door for promotion of outlets a+C8:C19Activity 1.2 Regular visit of new and existing institutional 50 customers for market promotion and feedback collectionActivity 1.3 Conduct market promotional activitiesSub objective 2: Increase cooperative product portfolioActivity 2.1 Visit cooperatives to outsource productsSub objective 3: Pilot mushroom marketing with value additionActivity 3.1 Conduct market survey of mushroomActivity 3.2 Design of Mushroom PackagingSub objective 4: Improve production and manage supply chainActivity 4.1 Regular coaching contract farmers on technical aspect and production planSub objective 5: Improve performance of board membersActivity 5.1 Workshop on Guidance on Performance of Board MembersSub objective 6: Improve financial managementActivity 6.1 Training on accounting standard and complianceActivity 6.2 Make a separate income statement of each business and serviceSub objective 7 : Improve transparency and accountabilityActivity 7.1 Mid and final workshop on progress update and develop implementation planActivity 7.2 Submit audit report of 2019/20
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Development of farmer-owned and business-minded coconut cooperative in Pangandaran West Java <p>The project aims to develop KPMK Pangandaran a small coconut cooperative located in Pangandaran West Java Indonesia into a farmer-owned and business minded cooperative. The cooperative currently still functions in a very traditional way and relies mainly on donor support. The long term goals are to ensure the growth of the cooperative in terms of members and members internal capital as well the setting up of an integrated coconut factory which produces coconut into various coconut added-value products.</p> NULL <p>In the first year Agriterra will support the the following activities:</p><p>1. Financial audit</p><p>2. Setting up a bookkeeping system </p><p>3. Training on contemporary cooperative model</p><p>4. Development of integrated coconut factory business plan</p><p>In the second year and onwards Agriterra plans to further develop the governance and financial management of KPMK as well identifying farmers who are willing to invest in the set-up of the factory.</p>
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Farmers-Focused Transformation Myanmar 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. Myanmar was phased out of FFT after 2021. The FFT programme focuses on generating evidence-based outcomes for Farmer
Organisations via quantifiable KPIs that require systematic tracking and reporting.
The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are:
• Goal 1: Support one million farmers through 320 farmers’ organisations.
• Goal 2: 50 million euro mobilised because of lobby and advocacy proposals.
• Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions.
• Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets
and Agri services.
• Goal 5: 10,000 direct jobs supported.
• Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female
leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and Cooperatives,
Member Farmers
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Strategizing and enhancing the union’s organizational development <p>Ras Gayint union is situated in Nefas Mewucha twon south Gonder Zone Amhara regional state Ethiopia. The union was founded in the year 2005 with 32 080 small holder farmers 21 primary cooperatives 1.3 million ETB capital and 7 employees. Although the union has an abounded potential for the production of different crops that could be exportable. However for long years the union was mainly doing agricultural input supply and distribution activity. In the former years the union has undergone leadership crisis situations causing profit loses in 2010 and 2011. However the situation improved after 2011 when a new board members and manager assigned. On top of that the relation between the Primary cooperatives and the union was so week and if it only exists it’s just due to the fact that PC needs inputs and consumable products. Before 2013 almost 99% of the union activities are input marketing. The idea for bulk Malt Barley and White Haricot bean output marketing business case comes in 2010 from the member itself with little inspiration given to them from the regional cooperative promotion agency. For Malt Barley Gonder Malt Factory is main buyer for long years and for white haricot bean ECX intermediaries and direct export to international importer is the target set forth. The union was in need of high supports from the government and from capacity builders in walking the union through export procedures since the union doesn’t have any previous experiences and organizational capacities to do so. Fortunately in 2013 the union has been enrolled under Agriterra capacity building program.</p>
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<p>Cooperatives in Ethiopia and also in another countries operate in a very dynamic and competitive environment which requires continuous enhancement of operating and managerial skill and knowledge. Therefore one of the basic problems of cooperatives in Ethiopa is both the members and employees have subdued knowledge and skill problems to use improved technologies and operation systems and enhanced management. To fill this gap Agriterra has been providing a holistic capacity support to Ras Gayint union on the following areas: strengthening the union and its PCs relationship professionalizing the management practice of the union and its affiliated PCs interanl capital mobilzation digitalizing its financial management practice enhancing the productivity of different crops and increasing the union access to market etc. Hence in response to the 2013 214 and 2015 action plans of Agriterra project a remarkable accomplishments has been stated to be seen both at the union and at PCs level; the member PCs become 36 with the total members of more than 59 601 the capital of the union drastically increased and reached to 16.8 million birr( in 2013 the capital was 1.8 birr) the output marketing performances of the union and its PCs has been improved( the union white pea bean collection capacity has increased from 660 quintal in 2013 to more than 50 000 quintal 2016). In addition the number of employees increased from 7 to 30 permanent staffs. The financial health the union is showing good results. Currently the unions engaged in supply grain Marketing service consumer goods provision supply of Business credit freight Transport and capacity building activities.
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<p>Ar Ras Gayint union the individual farmers are well known for their barley production. For the last decade the farmers are progressively producing malt barley. The product is directly supplied for Gondar Malt Factory a sister company of Dashen Brewery. The union directly collects the malt barley from the farmers through its affiliated PCs. It also arranges business loans for the same purpose. Over the last 5 years the volume of malt barley purchased by the union has been growing at an average rate of more than 124% which is too high to imagine. The second crop well performed by the union is white pea bean(WPB). WPB collected by the union has been growing rate of 34.5% per annum. Another crop collected by the union is Teff and one of its weredas namely “Simada” is historically well known for best quality Teff production. The past five years average percentage purchase share of Ras Gayint union from the marketed output of selected crops has been 39% for malt barley 0.4% for teff and 20% for WPB.
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<p> For the first time in its history through the support of Agriterra and SNV-(Agriterra was working with SNV under Cooperative for change project from 2012-2016) the union has started to export white pea beans to export market to countries like France UK Italy India and Yemen. In addition the internal management as well as relationship with the PCs has been enhanced drastically.</p>
<p>To mention an example the Agriterra has been facilitating for the past 5 years the union manager to visit the yearly EPOSPEA (Ethiopian Pulses Oilseed and Spices Processes Export Association) conference where buyers meet suppliers and market information and new developments are shared. The objective to send unions to such for event is to create access to markets and market information. As an example in 2016 the union identified five potential new buyers of which some already led to a contract. During the conference Ras Gayint union manager has gained five international buyers and promoted the union products. The manager has negotiated to sell 40 000 quintal white pea bean in total which 7400 quintal is sold to ACOS Italy. The union has been coaching on improving their negotiation skills. With the improved negotiation skills the union manager negotiated a better price; from 601 dollar per MT to 775 per MT. In order to clean the white pea beans Ras Gayint employs 200 women in 2015 year. By doing this the union has been creating a job opportunity to the community.</p>
<p>To add on the top of the above achievements in 2016 at Ras Gayint Union a training was delivered to 198 (174 M & 24 F) participants on white pea bean production and post -harvest management. As a result quality improved and PC purchasing committee practiced the inspection of WPB quality by sorting of impurities from the product during purchasing of from members and non-members of the cooperative.</p>
<p>Today Ras Gayint Union has become one of the best performing cooperative Unions in the region by solving its deep rooted chronic problems. In general the volume of agricultural product marketing drastically increasing specially on white pea bean and malt barely with supporting Agriterra. <span></span></p>
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</p> <p>• Creating shared vision on the five-year strategic plan and cascading down to different departments for implementation</p>
<p>• Developing a business plan to establish white pea bean cleaning machine</p>
<p>• Hiring key staffs and filling the vacant positions <br>• Crating better enabling marketing environing between the PCs and the union<br>• Marketing and branding the union products <br>• Capacitating 5 selected PCs mainly on bookkeeping governance and marketing areas</p>
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Alcanzando el potencial productivo y comercial de la papa nativa orgánica Agropia nace en el 2008 como un emprendimiento rural de papas nativas en los distritos de Pazos y Huaribamba de la región de Huancavelica. Esta iniciativa fue promovida directamente por dos organizaciones no gubernamentales AVSF (Agrónomos y Veterinarios Sin Fronteras) de Francia y CEDINCO (Centro de Desarrollo Integral de Comunidades) de Perú.Es una organización de pequeños productores de tubérculos nativos y aguaymanto que agrupa a más de 600 beneficiarios en 17 diferentes comunidades campesinas de las zonas altoandinas de la región de Huancavelica. Están comprometidos con la práctica de la democracia la igualdad de género el trabajo digno con respeto a los derechos humanos la producción ecológica y el medio ambiente.Agriterra inició su colaboración en el año 2019 luego de realizar un Cooperative Assessment con un Agripool Expert español con más de 20 años de experiencia en el rubro de la producción de papá en España. Si bien se definió que se trataba de una organización pequeña con algunas dificultades de producción se identificó mucho potencial de crecimiento en su capacidad de transformación de materia prima instalada. No obstante la crisis mundial del COVID-19 ha dificultado y retardado los planes de crecimiento.Se buscará lograr la mayor cantidad de mejoras en los ámbitos financiero comercial social y de gestión.Para tales fines se utilizarán dos talleres y una gira de estudios internacional que pueda ayudar a ampliar la visión de la organización y a consolidar el trabajo que haremos juntos durante el año así como los avances que ha logrado la cooperativa por propia cuenta en años anteriores.De igual modo se mantendrá una asesoría constante que ayude a monitorear el cumplimiento de las metas propuestas en el proyecto así como promover el trabajo eficiente del equipo de gestión de la cooperativa.Finalmente se apoyarán económicamente hasta tres actividades de seguimiento a los servicios que brinda Agriterra con el objetivo de ampliar el espectro de impacto y maximizar el número de beneficiarios de la organización. Focus on reaching a high level of productivity and improving the processing plant performance to satisfy the members demand. Metas 2020:
Acopio: 160 toneladas de papa nativa orgánica de calidad.
Comercial: 20 contenedores de 40 pies para Ethiquable DWP América Orgánica (Comercializadora Andina) Ecobodegas Q-Organic Ecobodegas (Fundes) y GyC Corporation. Lanzamiento de otra nueva marca.
Finanzas: Rabo Rural Fund por US$ 70 110.00 (Deuda 2016) US$ 50 000.00 para capital de trabajo.
Capitalización: Capacitación con Ethiquable.
Agroindustria: Ethiquable cofinanciará un almacén de acopio climatizado. Obtención de la licencia de funcionamiento.
Eficiencia: Hacer talleres desde el área productiva para cada base en temas de asistencia técnica para cumplir con la mejora proyectada en planta. Auditar los EE. FF. Obtener la certificación Hacpp.
RR. HH.: Incrementar 2 profesionales de producción (1 para planta y 1 para campo) y 6 trabajadores adicionales para la planta. Realizar 8 talleres de capacitación al personal.
Servicios a los socios: Dar el paquete tecnológico de producción a crédito (se descontará al momento de la entrega).
Socios: Compromiso de entrega de papa de calidad.
Crecimiento: Crecimiento de más de 50 toneladas y 1 cliente más de exportación.
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Sustainable and diversified service provision to members <p>Seyemti Adiabo Union is located approximately 30 km west of Shire city on the road towards the Eritrea border. The union was initially formed to provide inputs (mainly fertilizer) to its member PCs. However about 3 years ago the union has also started with output marketing in reaction to demands from mainly the individual farmers that were complaining about good markets for their produce. The union has a strong ambition to upscale the output marketing activities and also become active in various forms of agro-processing in order to add value to the member’s produce and develop a more sustainable source of income for the union. Furthermore as the area is very suitable for cattle the union would also like to invest in animal fattening. Most farmers of the member PCs of the union are involved in the production of either maize sesame or cattle or a combination of those. The area is also suitable for irrigation farming of mainly tomato. The unions fixed assets consist of a warehouse for 3000 quintals of produce a large compound with office and 1 Isuzu truck. The union has recently also bought a mobile trashing machine to provide maize trashing service to the PCs. The union is rather liquid at this moment it has investment capital available of around 6.4 million Birr. </p> <p>The main objectives of this action plan focused on: </p>
<ol><li>Digitizing the financial management system of the union </li><li>Designing the union road map by conducting five-year strategic plan </li><li>Boosting output marketing of the union via improving the communication of union and primary coops </li></ol> <p>The main objectives of this action plan focused on: </p>
<p>1. Digitizing the financial management system of the union (September)<br>2. Designing the union road map by conducting five-year strategic plan (August)<br>3. Boosting output marketing of the union via improving the communication of union and primary coops (October)</p>
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TAF - TA Implementation - Cooperative - Socak Katana - Ivory Coast The “Société Cooperative agricole KATANA” (Socak Katana) is a cooperative under OHADA law with a Board of Administration. Established in 2015 it is located in Duékoué in the Northern Western region of Côte d’Ivoire.Socak Katana starting with 1275 members has now 2 783 smallholder farmers organized into 10 sections which out of 143 are women. 634 additional producers have been included in 2018 (approved by the General Assembly of June 2018). Socak Katana members have a production capacity of around 6 000 tons of cocoa per year on a total land surface of 8 428 ha but this varies depending on weather conditions fertilizer applications and incidence of pests and disease. In addition to their member production they procure cocoa beans from small producers and cooperatives around (up to 30% of the total sales).Socak Katana’s main service is to procure raw cocoa from its members process transport storage and export cocoa beans during the cocoa season. The organization provide other services as well including: technical assistance training pre-purchase financing. The cocoa business represents 100% of the total revenue of the cooperative. In 2018 they managed to collect and sell 6 240 tons vs 10 000 tons in 2019. MY.COOP training: An awareness and sensitization program is necessart for the cooperative approach in each section. Through the My.Coop training a better understanding is created around this topic – including an action plan and follow-up trajectory.Strategic Planning: Strategic Planning Workshop with lead members and follow-up coaching trajectory
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Dairy Development Program FrieslandCampina: Farmer2Farmer project 2018 The world’s largest dairy cooperative FrieslandCampina wants to share its more than 130 years of knowledge and experience to increase the profitability of farms in its working area and to create shared value for the farmers and the company. The Dairy Development Program is part of the CSR house and has been implemented for external and internal reasons. External reasons are: pressure from governments to increase local supply changing consumer preferences increased competition and the route 2020 CSR policy which calls for greater local involvement. Internal reasons are: compliance with FrieslandCampina quality standards which calls for significant quality improvement.
One element of the Dairy Development Program is the Farmer2Farmer project. A pool of 26 Dutch dairy farmers have been selected trained and certified for the project to train and advise dairy farmers in Asia (Vietnam Indonesia Malaysia and Thailand) and Africa (Nigeria) on aspects of dairy farming such as feeding and watering calf-rearing milking hygiene and practice milking machine maintenance hoof care and housing barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries. This project is one element of the Agriterra - Royal FrieslandCampina partnership. The Farmer2Farmer program aims to train and advise dairy farmers in Asia (Vietnam Indonesia Malaysia and Thailand) and Africa (Nigeria) on aspects of dairy farming such as feeding and watering calf-rearing milking hygiene and practice milking machine maintenance hoof care and housing barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian and African countries.
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First steps in dairy business BHAG: Dairy processing Biftu Selale Farmersrsquo; Cooperative Union found in Oromia Regional state in Northern Shoa Fiche Town in Grarjarso District. The union established in 2005 with 17 Primary Cooperatives. During establishment the union have a capital of 105 000 ETB (3 182 Euro). The union currently working with 125 PCs and total individual members of 99 445 (80865=Male and 18580=Female). The union works in 12 districts; 2 of the districts are special zones of Oromia surrounding Addis Ababa. The main crops are Teff Barely wheat Bean chickpea lentil. The union are distributing coffee seed for the farmers. The operating area of the union is also conducive for animal husbandry. Many members raring animal and they have improved cows (Holstein Frisian) that can be estimated to be 80% of the livestock.There was a suggestion by the regional CPA about merging of Selala Dairy Cooperatives and Biftu Selale multipurpose FCU because Selala dairy Union went bankrupt. A financial study of the union was conducted before merging the union based on this study Biftu decided not to merge due to the debt burden of Selala. Selale Dairy Cooperatives is bankrupt because of its losses of the factory (96 % of the factory is not functional) and the union has 30 million ETB loan from bank and 12 million ETB from individual members. Selale Dairy Coops needs around 20 million ETB to operationalize the current factory. Due to these reasons the board members and GA of Biftu Selala multipurpose FCU decided not to merge with Selale Dairy Coops. Biftu Union is now selected by the CPA to move into dairy business. The 30 milk PCs under Selale dairy can supply to the Union. Collection of milk has already started and is delivered to a commercial processor (Etete processing). Currently the Union is collecting between 3000-4000L per day. This is also the maximum Etete is willing to take. Therefore the ambition is to set up own processing. However there are many challenges for the milk like price quality and infrastructure. On top of that in Ethiopia there are plenty of examples where investments in dairy didnt result in profitable businesses.The focus of the 2020 project is:- Legal clarity on the status of the dairy PCs. If they start working with the Union they should have the option to get dividend for this they need to be allowed to join Biftu Union and stop Selale Union.- Professionalise and digitalise the accounting system- Assess the 30 dairy PCs and develop a support program- Strategic planning at Union level related to dairy with an expert- Continuation of the female leadership activities focusing more on dairy PCs- Profitability analysis for two PCs for their dairy activities BHAG: Dairy processing.For this year the goal is to integrate the dairy PCs under the Union and to create a clear focused strategy on setting up the dairy business together with the PCs. 1. There is a lot of focus within Ethiopia on the dairy sector. Multiple donors are also active in the area with mixed results. Due to the collapse of Selale Dairy Union the dairy farmers in the Fiche area have no support from a Union anymore. This is one of the reasons why the local government is asking Biftu Union to pick up the dairy business. Some of the PCs are already supported by SNV BRIDGE project but not the Union. Agriterra will step in at Union level and will also focus on the potential PCs in alignment with SNV.There is a lot of demand for the milk from the Fiche area but the quality is very poor. Farmers are highly incentiviced by traders to dilute their milk or add salt. Also most processors are not correcting this which is why the traders are able to sell this milk. The Union doesnt want to follow this approach and is focusing on high quality milk if it cannot be sold they would like to start with small processing (butter cream cheese) themselves. Raw milk is not an option due to the market situation.As Agriterra we will focus on three aspects: Union PC political decisions. We want to get clarity on the legal status of the dairy PCs to make sure that if they start doing business with the Union they can also benefit optimally. A clear understanding of the situation of these PCs needs to be created so that proper solutions can be created for the farmers in those areas. Lastly the Union needs to develop a clear strategy on what to prioritize related to the dairy business.2. Monitoring and evaluation will be done based on the volume and quality of milk which the PCs and the Union collect and sell.3. We aim to create sustainability by focusing on the PCs. They play a vital role in supporting the farmers both in inputs as market. The Union should find a role next to that which can also be sustainable business wise.4. Concerning gender equality we started already last year with the female leadership program. Back then the focus was on multipurpuse PCs which needs to be shifted a bit to the dairy PCs to align with the main objectives. Environmental sustainability is not clearly defined and should be created later on. Financial management will be handled at Union level with an additional accountant we will implement the SAGE 50 training for the Union.
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Influencing Dutch policy makers by building evidence-based discussion Funded by the Bill Melinda Gates Foundation Agriterra builds a project to facilitate an ongoing constructive and evidence-based public discussion in the Netherlands on how to achieve impact on smallholder farmers and their families with traid and aid. We do this according to our theory of change that debate and the right publicity will lead to a change in mindset amongst our primary target group Dutch policy makers. problem statementThe debate in the Netherlands is highly influenced by the representatives of the Golden Triangle made up of government private business and academia . The government has defined nine areas of excellence (Top Sectors) in order to enhance knowledge and innovation in these internationally renowned Dutch strengths. All are linked to far-reaching ambitions like in the case of Agro Food to develop sustainable food production. Obviously the Netherlands has a lot to offer – although not always so obvious to everyone - with its high technologically developed agriculture and top-notch expertise in all related fields of food and agricultural production. Looking at the structure of Dutch agriculture we see that family farming is still the basis of our system however very highly developed.The promotion of the ‘Top Sector policy’ in relation to developing countries and emerging markets stresses this potential to deliver the technological input by means of exporting capital goods and applying for concessional loans to finance it. Agriterra has questioned this limited focus by stressing the export of expertise the Dutch tacit knowledge associated with farmers’ leaders and cooperative experts. On the other hand this development agency linked to the employers’ associations in agriculture also stresses that export of knowledge and capital as well as all sourcing of produce and selling of products for agriculture in developing countries should happen involving farmers’ organizations and cooperatives in these countries . The golden triangle should be based on the so called Bottom of the Pyramid . It seems clear that development cooperation policies and top sector activities can highly contribute to smallholder farmers being lifted out of poverty. But in requires a change in mindset.The conference “Expanding Supply Chains Through Smallholder Engagement A Roundtable Discussion Among Private Sector Actors” on December 4-5 2012 in Washington D.C. made clear that companies had started to reach out to the bottom of the pyramid, think of those with a need for supplies of agricultural produce from developing countries like Starbucks Ferrero Ecom Carrefour or Tesco and in our country AH and Royal Friesland Campina. The opportunities for getting associated with the companies in search for the bottom of the pyramid and all kind of other national suppliers service providers and buyers presents the picture of a vast group of farmers that can be lifted out of poverty. It is of utmost importance that organized farmers are ready for connection to markets by increased productivity increased quality and increased negotiating capacity.
Scope ApproachFunded by the Bill Melinda Gates Foundation Agriterra will set up a project to facilitate an ongoing constructive and evidence-based public discussion in the Netherlands on how to achieve impact on smallholder farmers and their families with trade and aid being these components of the Dutch foreign aid policy. We do this according to our theory of change that debate and the right publicity will lead to a change in mindset amongst our primary target group Dutch policy makers which will at long last lead to strong agenda’s in favor of smallholders and their organizations.
This requires a re-validation of the Dutch agricultural history taking notice of the importance of the associational efforts of ordinary farmers to build the industry an appreciation of all (technical economic and human social) assets of the Dutch top sector Agro Food a reorientation of the Dutch internationalization strategy including organized farmers as the base of the golden triangle and the integration of trade and aid in a way that it really impacts on food security and development, being these requirements the broad objectives of the project.This means working through public debates with informed public and stakeholder towards a political agenda that incorporates a vision on the role and position of smallholders in the developing world. It implies a change in the mindset of the industry leaders government officials and leading scientists to envisage the incorporation of smallholders and their organizations in the Dutch internationalization strategy. It implies a more balanced approach in Dutch development cooperation by getting the important role of small holders higher on the political agenda. With the transition to Economic Affairs we have seen a reduction in the notice taken in this. Although food security is a priority theme of Dutch development cooperation policy we often miss clear targets about smallholders involvement and their organizations. There is an absolute need to include an agenda for agro food that combines Dutch and developing countries interests in this respect.
In order to address our primary target group in the right way and at the right time we will start with analyzing current Dutch development policy. This will lead to themes or key moments in the project period on which it makes most sense to launch a paper. Also the international and domestic calendar might provide such moments on which dissemination of our reports would have most impact. Agriterra will also study the way this kind of debates have been conducted in other countries. For the debate in the Netherlands it will form a steering group of several influential opinion leaders to steer the project content wise meaning they will brainstorm on each theme and help form the direction they will mobilize participation and they will influence the debate itself.
We have thought of the following persons [please note they are all to be contacted and to be confirmed]:- Dr. Cees Veerman former minister of agriculture former professor economics agriculture and sociology at different Dutch universities former president of the Board of Wageningen university farmer in the Netherlands and France. Currently chairs the Society for preservation of Nature.- Dr. Evelyn Nguleka first female President of the Zambia National Farmers’ Union (ZNFU). Acted previously as their Vice-president and was chairperson of the Poultry Association of Zambia. She has been advocating for protecting local farmers and food producers and is a smallholder family farmer herself.- Mr. Albert Jan Maat president of the Dutch farmers’ organization LTO Nederland president of the European umbrella of farmers’ organizations and cooperatives COPA-COGECA president of Agriterra, former member of the European parliament- Mrs. Agnes van Ardenne former minister of development cooperation and former Permanent Representative at the UN FAO in Rome, currently chairs the Dutch Dairy Board.- Prof. dr. ir. Siem Korver professor Food Farming en Agribusiness faculty Economics and business administration at the University of Tilburg. Director Public Affairs Food of Vion NV (meat related food) the second largest farmer-owned company of the Netherlands.- Mrs. Willemien Koning Chair of the Dutch LTO women’s committee and of the Copa Cogeca Women’s Committee. She also runs a dairy farm in the Netherlands.- Mr. Dirk Elsen director emerging markets Triodosbank and former managing director SNV development organization. Prior to his leadership at SNV Mr. Elsen worked at Shell the World Bank and ABN AMRO- Dr. Owen Roberts vice-president of the International Federation of Agricultural Journalists. Director Research Communications at the University of Guelph Canada.
In the selection process one issue will be extensively discussed: the preparedness of the members to support the aims of this project as stated above. This steering group will be supported by Agriterra debating house(s) and publicity marketing houses having thought of respectively De Balie and/or LTO Café and Bex*communicatie maybe in combination with LokaalMondiaal. [none of the four has been contacted yet]
We will elaborate with the steering group six themes that will be highlighted in the next three years. Each of the themes will be preceded by a journalistic compilation of the issues at stake and a position paper followed-up by a publicity and media campaign to alert stakeholders and the public on the issues at stake. Agriterra hosts the secretariat of the International Federation of Agricultural Journalists (IFAJ) and is therefore well-positioned to make this happen. The policy papers will help to educate and inform policy and may influence specific administrative policies. However they will not aim to influence specific legislative/budgetary laws or policies. No specific legislative proposals legislative budgets or legislative recommendations will be included in the papers or discussed in the ensuing debates. Agriterra’s legal counsel ‘Dirkzwager advocaten en notarissen’ will see to it that this risk is avoided.
For the first year we hint at two themes being:- The political consensus calls for integration of development agencies governments private business in a common effort to eradicate hunger and poverty. Aid and trade seems a perfect match. Development aid is no longer the only capital flowing into Africa now businesses started to reach for the bottom of the pyramid. This raises some questions. Is the Dutch Good Growth Fund (supporting small/medium Dutch businesses and entrepreneurs in developing countries by facilitating financing for development-based local investments and exports) just a way for private companies to dip into the coffers of development cooperation? Is Dutch support meeting the needs of those it purports to serve? How is the involvement of private business in development cooperation in other OECD countries? Do other countries give more concessions? Is a bigger part of the development cooperation money re-invested in those donor countries? How do other countries look at the Dutch efforts?
- How does the Dutch government balance the interests of smallholder farmers and big business in development cooperation policies? Even more important might be if the smallholders do play a role at all in their considerations. Particularly for the Netherlands with a highly developed and strong agricultural sector we expect that they do so. Moreover as we are a country of family farmers that are all very well organized both in the defense of their interests (unions) as in commercial enterprises (coops). But even if the smallholders do play a role in the considerations of the Dutch government we should investigate whether the balance is right. Are there any examples from other countries on how they evolve agencies and companies with local government and civil society organizations?
The other 4 themes will be dealt with in a later stage of the program.
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Young Farmers Leadership Programme Zambia For the growing young population in Zambia working in the agricultural sector is is often not the first resort. Most youngsters move from rural to urban areas to look for so-called 'white-collar jobs'. Despite of this trend there is still a group of young people in Zambia that deliberately chooses a future in agriculture. These youngsters are the farmers of the future and therefore Agriterra starts a 2-year Young Farmers Leadership Programme together with Zambian agricultural associations and cooperatives targeted at entrepreneurial young men and women (lt,35). The goal of this programme is to enhance the number of youths that held leading positions in Zambian agricultural cooperatives and associations.
Thorough support and coaching of young Dutch Agripool experts young farmers will work on their leadership skills knowledge and developing their talents. The main goal of this training trajectory is to enhance the number of youths that hold leading positions in Zambian agricultural cooperatives and associations through improvedbusiness knowledge and leadership skills
Outcomes
Employment creation – 8 youths self employed
Increased youth involvement at cooperative level
Increased membership contributions as youth members will be able to affiliate their membership
Increased income at cooperative level
Increased business skills among youths
Active youth council
Increased awareness on leadership and the importance of role models Concept-Note-Youth Business Trajectory Zambia 2018.doc
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Building the business to the next level: Coop distributor-marketing arm in the Philippines / Asia The federation sees the strategic importance and value of developing
new products and serve as the distributor and marketing arm of these products
produced by its members and other cooperatives in the country. FPSDC even sees this role to extend to
cooperatives outside of the country as well as tap international markets.
In order for this ambition to be reached FPSDC has to strengthen its capacity to manage the new business competitively explore new models of governance and financing modalities as well as re-assess the current markets and business operations. A combination of business advise training and exchange from Agriterra is sought to help FPSDC make its ambition a reality. Other specific areas that needs to be looked into include supply chain management; market development. The federation’s ambition over a period of 5 years is to be recognized as the partner of cooperatives for product development and marketing as well as become the owner-distributor of leading consumer products in the “healthy and green” market segments sold and distributed to a wide range of channels that include supermarkets food service tv shopping network and e-commerce platforms. 2018 Project PlanProject ACtivitiesPOver-all Strategic Business Review Assessment and PlanningImproved strategic direction and effectiveness/ efficiency on distribution (supply chain/ logistics) and marketingQ3-Q4 2018Review of Models on GovernanceAccess to /Introduction of new senior advisers within governance structure of FPSDC Q3-Q4 2018Review of models on investments for business developmentIdentified new modalities and sources of investments for growthQ4 2018AdviceConduct of business planningStrategic review of business operations and marketingQ3 to Q4 2018Conduct of market researchMarket study and marketing planQ3 to Q4 2018Management/HR and Governance reviewNew models on governance and managementMonitoring and Business AdviseBusiness Advise on demandQ1 to Q4 2018Exchange visitVisit similar cooperative with larger scale of operationsManagement team exposed to operations and management of similar cooperative in the NLQ3 20182019 Project PlanProject Activities Implementation of Strategic Plan (See OGSM)Strategic plan implemented (See OGSM)Q1-Q4Kick off YLEAD program(1) Developed curriculum (2) Established tie-ups with relevant agencies (TESDA academe etc.) (3) Crafted criteria for YLEAD participant selection (4) Selected at least 20 YLEAD participants (5) Built needed facilities for the implementation of YLEAD (6) Link with youth initiatives of other Agriterra client coops (leadership devt amp; youth council formation)Q1E-commerce design and patform buildingE-commerce platform designed and builtQ2Advise 2019Monitoring and follow up advise on Strategic Plan implementation (See OGSM)Strategic plan implemented (See OGSM)Q1 to Q4Strategic advise on YLEAD program/Mentoring and coaching of YLEAD participantsYLEAD participants mentored and coachedQ1Strategic advise on e-commerce design and platform buildingE-commerce platform designed and builtQ2Event: Training 2019FACT for Agri Coops (FACT4AC) Lessons Learned WorkshopLessons gathered from FACT piloting/FACT institutionalization plannedQ2Agri Coop Strategic Financial Management Training (ACSFMT) - JaimeManagement trained on strategic financial managementQ3Agri Coop Governance Training (ACGT)Board and management trained on agricultural cooperative governacneQ4 Event: Exchange visit 2019 Business Exchange among Client Coops in Asia (Coop2Coop Business Deals)Business deals among agricultural cooperatives explored and closed as the case may beQ2NL Exchange on Modern and Professional Agri Coop on Management amp; Operation (Starch Processing Fertilizer Production Mechanization Youth Enterpreneurship Logistics)Management amp; operation of agricultural cooperative businesses enhancedQ22020 Project PlanProject ActivitiesUSAID GrowCoop Program implementation(1) 6 coops capacitated (2) 250 members benefitted (3) 270 000 euros non-donor investment (4) contribution to policy reform agendaQ1 to Q4Operation of HIVE for Coco Sugar (1) One prototype set up and fully operational (2) installation of at least 3 other HIVEs for each LuzViMinQ1 to Q4Full operation of YLEAD Program(1) Crafted and finalized the framework for YLEAD (2) Facilitated the first batch of participantsQ1 to Q4Improvement of PilingPinoy.coop(1) Crafted and implemented the concrete marketing plan for PilingPinoy (2) Finalized agreement with member-suppliers (3) Finalized agreement with service providersQ1 to Q4Development of Global Market for Famp;C products(1) Crafted a strategy for global marketing Review of local marketing plan for Famp;C products(1) Reviewed and enhanced local marketing planServices AdviceDevelopment of Marketing Plan for Famp;C and Products of FPSDC (intern - carried over from last year)1. Developed the marketing plan (market customers and industrial environment targeted market; positioning statement marketing strategies marketing mix and step by step approach to achieve the target on marketing plan.)Q1 to Q2Development of FPSDC's Global Marketing Plan (Suad - carried over from last year)1. Local Online and Export marketing plan2. Packaging improvement planQ1Event: Training MyCoop Training amp; ToT2 trainers trainedFinancial Management Training amp; ToT2 trainers trainedGovernance Training amp; ToT2 trainers trainedEvent: Exchange visitNL exchange for coop capacity building amp; value chain expansionbest practices learned
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Towards cotton value addition and improving the union and PCs governance BHAG: To establish the first farmer owned cotton ginning factory in Ethiopia
Metema union is situated in West Gonder zone Metema district Genda Wuha town of Amhara regional state. The union was founded in 1999 by four primary cooperatives with 52 000-birr capital. Currently it has 37-member cooperatives from three districts and the capital is 17 823 400 ETB and 17 employees. The union mainly purchases sesame cotton and sorghum from its members. It also supplies agricultural inputs like improved seeds pesticide fertilizer and herbicides and consumer goods to the members and non-members. The union is situated in the high potential sesame producing area of Amhara region. It’s known for being one of the potential sesame producing union in Amhara region. In addition to sesame cotton and sorghum are highly produced most by member farmers.
This union has been a Agriterra client since 2013 a lot has been done during the past years. To mention some of the them: more than 2000 farmers accessed input finance more than 10 primary cooperatives (PCs)have been professionalized by hiring a manager the union and PCs linkage strengthened the union output marketing improved the union improved its image towards its stakeholder by becoming a reliable business partner. In addition the union board and management awareness about good cooperative governance and women participation improved etc. Conducting a feasibility study on cotton value additionProviding 12 million ETB input finance loan to 2000 farmersStrengthening the governance and leadership of the union and the primary cooperativesImproving the internal administration and operation management of 10 PCsImprove women involvement in cooperative leadership Cotton is one of the oldest cultivated fiber crops in. Ethiopia. It is grown in most parts of the world. It is grown throughout Ethiopia at elevations above 1000 meters and below 1400 meters. Cotton production has been exercised in all working areas of Metema union. Hence the union would like engaged in cotton processing activity this if it is a feasible business. The union general assembly aspires to make the investment in this business venture. Hence a detailed feasibility study needs be conduct before making a final decision. Thus the 2018 AP will be geared towards realizing this investment through mobilizing internal capital and strengthening the governance of the union.
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Mise en place d'un model economique Oignon (bulbes et semences) ADALTCHI MANOMA est une union de coopératives créée depuis 2013 par trois groupements de producteurs maraichers situés à la périphérie de la ville de Maradi. Tous ces groupements exploitent un périmètre de 50 hectares avec 140 membres individuels. L’UNION ADALTCHI a subi une transformation en entreprise coopérative dont les organes sont: Une Assemblée Générale (AG) Un Conseil d’Administration (AC) et un Comité de surveillance (CS). Les membres de l’union se concentrent sur la production et la commercialisation de l’oignon bulbe semence d’oignon et le chou. La gestion et le suivi des activités de la coopérative sont assurés par un gestionnaire avec plusieurs experts paysans qui garantissent la qualité de la production de semences.Ce projet " 20 ADAL-8678 " se focalise sur la commercialisation de l'Oignon semences et bulbs" Le VIOLET DE GALMI". L'ambition c est d'arriver a professionaliser l'ensemble des maillons de la chaine de valeur. Créer un partenariat gagnant basé sur une intelligence économique qui prend en compte l'inovation en termes de technique de production pour augmenter le rendement la qualité du produit et le marketing du reseau. Le projet contibuera à asseoir un modele economique viable et durable au tour de la production des semences d'oignon " VIOLET DE GALMI" au profit de ADALTCHI MANOMA et ses membres . De façon specifique le projet vise à:1. Renforcer les capacités de production de semences "VIOLET DE GALMI" en qualité et en quantité2. Renforcer les capacités de la gestion financiere de la cooperative 3. Renforcer les capacités de gouvernance(role et responsabilité des elus et membres) 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 au recrutement d'un gestionnaire
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Establishment and sustainability of the demo plot for Knowledge dissemination. <p>For BAMSCOS survival quality milk production and delivery by the members is key. This fact informed the main focus of collaboration with Agriterra which is on improving production. BAMSCOS members usually suffer a lot during the dry months as milk fluctuates to even a low of 6000 litres per day viz a viz their target of processing approximately 100 000 litres a day by 2022. This is largely due to over reliance on rain for farming. This trend if it continues poses serious going concern risks to BAMSCOS. Therefore for tangible gains to be realised and more quality milk produced farmers have to adopt modern farming practices. As Agriterra continues to provide high quality advice to BAMSCOS in this field its increasingly becoming clear that there is a huge demand for model/demo farm where all the members/farmers of BAMSCOS can learn from and emulate it. The farm will be showcasing fodder establishment maintenance harvesting and preservation.</p>
<p>The demonstration farm will be located close to the currently being constructed milk processing plant where also the future offices of BAMSCOS will located. The demonstration farm will serve as a learning place for the members and it is expected that in the future also trainings will take place nearby. The demonstration will show irrigated and non-irrigated fodder growing techniques and various quality fodder varieties. Maintenance of the demonstration plot will be taken care of by BAMSCOS. The produced fodder and forage will be sold to the members and the proceeds used to sustain the demo plot.
</p> <p>Act as a farmers' training field school on modern dairy farming technologies .</p>
<p>Increase the adoption rate of modern dairy technologies in the next three years thus leading to improved production by upto 20%.</p>
<p>Reduce the seasonal milk fluctuation by more than 20% in 2020</p> <p>This project is only to establish the demo plot. Follow up to the demo plot will be given in 2018 action plan of BAMSCOS. All costs will be made in 2017. See uploaded project plan for further information.</p>
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Value addition and lobby for cotton producers CAZ has been a client of Agriterra but it was decided to conduct an organisation assessment to further elaborate the objectives of the CAZ - Agriterra partnership.
An exercise identifying the services provided by CAZ to its members and a ranking of these services helped to reflect on the priorities of CAZ in the coming years. The following ranking was produced:
1. Extension exchange and training to increase production and productivity.2. Mobilization of farmers into cooperatives to promote supply to farmer-owned ginneries and spur growth of CAZ paid membership3. Access to inputs and new farming methods to boost production and productivity gains.4. Value addition as key area to increase incomes of members that are part of a cooperative.5. Lobbying Advocacy to influence policies and regulations to increase CAZ’s financial base. Creating an enabling environment for cotton growers to get a decent income out of it and secondly is involved in starting up ginneries to ad more value. CAZ has a Strategic plan 2014-2018 that outlines the objectives and prospected outcomes of the organisation’s activities in the coming years. The Plan has 6 outcome areas:1. Self-financing independent cotton farmers: setting up village savings groups (Cotton Association Savings and Leading Association or CASALAs) for farmers to acquire inputs on cash instead of credit and to engage in income-generating activities in order to reduce exploitation by ginneries that inflate input prices and offer low farm-gate prices.2. Establishment of farmer-owned ginneries: Mumbwa Farmers Ginning and Pressing Company officially launched in December 2015 is the only Zambian-owned ginnery and is owned by cotton farmers. Through the ginnery farmers can get inputs on cash basis and can choose to keep both the lint and seed or let the ginnery sell the lint on their behalf while returning the seed to farmers. This empowers the farmers as opposed to ginneries that buy seed cotton at the price of the seed (ZMW 2.50/kg) and keep both seed and lint which is valued at ZMW 15/kg and comprises 1/3 of the total weight of cotton supplied by farmers. In addition the creation of profitable ginneries that pay a fair price to farmers will act as a catalyst to bring other ginners to the negotiation table. The goal is to have 3 additional farmer-owned ginneries by end of 2018 in Southern (2) and Eastern province (1). So far the Mumbwa ginnery provided 3 400 farmers with inputs. Expected output is 1 400 MT of which 630MT lint and 770MT seed. Shares in the ginnery are: CEEC 32% (equity debt) CAZ 28% Mumbwa District Farmers Association (MDFA) 15% ZNFU 25%. Eventually MDFA should have a 80% share. But CAZ will keep a significant share to retain a strategic influence on the ginnery.3. Improved cotton production productivity: extension services through 3 Regional Field Facilitators and 16 field facilitators / extension officers provision of manuals to be used at SCG level seed multiplication promotion of conservation farming (which has higher yields up to 900kg/ha).4. CAZ organisation capacity development: strengthening the capacity of CAZ to provide lobbying advocacy and farmer extension services. Specific activities are the training of field facilitators Council Board and Management. Furthermore CAZ aims to become financially self-sustainable and less dependent on outside funding through lobbying for the seed cotton levy and paid membership. Current membership amounts to 25 000 although 200 000 farmers benefit from the extension services provided. Given this imbalance a mindset shift is needed to get all beneficiary farmers to pay for the services which according to CAZ is only possible through involvement of the government in the Cotton Act.5. Improve/increase value addition: value addition at the level of farmer-owned ginneries that feeds cotton into the handloom project (processing lint into yarn using handlooms and making end products from fibre). CAZ received support from ITC and EU/COMESA to purchase 24 handlooms from India and train Zambian women in India on the use of handlooms and on entrepreneurship skills. The aim is to set up handloom training centres for ToT by these women and set up handloom clusters throughout the country that will operate as cooperatives. As an additional value-adding activity the 42 cooperatives around Mumbwa ginnery are to add value through oil extraction from cotton seed. 6. Improve cotton development policies: Lobby government to impose the cotton lint levy as defined in the Cotton Act lobby for improved farmer contracts and adoption of a transparent pricing model by ginners. Lobbying is done through member consultations during NCC meetings and through the Secretariat using position papers to influence government Members of Parliament and the Cotton Board of Zambia.
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Enhancing access to affordable medium term to long-term financial services to farmers in Greater Bushenyi Districts Butuuro Peoples SACCO is an ambitious financial Institution that seeks to catapult its business to greatness by increasing its Agricultural finance market share in South Western Uganda while serving farmers in Rukungiri Mitooma Rubirizi Bushenyi Sheema Buhweju Districts and other neighboring Districts in greater Ankole region. To pursue its specific goals amp; BHAG "To become a sustainable Shs. 50 Billion Microfinance Institution by 2030 providing affordable quality products amp; services" the leadership and management have planned interventions including but not limited to the following activities; Training management team and Board in internal capitalization reviewing amp; updating the strategic business plan 2021-2025 staff customer relations management training members’ financial literacy training financial services product development amp; refinement Board amp; SUPCO governance training Financial management training for Board amp; Management teams Training credit committee and credit officers in Agricultural lending for dairy value chain Broker access to cheaper medium to long-term capital from overseas funder managers Training credit staff in credit scoring PDTF of lead Dairy farmers Members commitment survey Employees customer care survey Exchange visit for the Board Supervisory Board amp; Management representatives to a SACCO effectively financing the dairy value chain review amp; update of policy manuals #for operations management and governance technical assistance to the SACCO management team training in FACT lobby/ advocacy strategies Youth Council amp; women leadership development and Recruit Agribusiness loan officer . The Big Hairy Audacious Goal (BHAG) is "To become a sustainable Shs 50 Billion Microfinance Institution by 2030 providing affordable quality products amp; services ". Institutional targets by 2025: i) Grow the membership by 115 % from 8 519 to 18 300; ii) Increase share capital by 150 % from 1.4 billion to 3.5 billion; iii) Increase savings by 280 % from 2.5 billion to 9.5 billion; iv) Grow the loan portfolio by 247 % from 5.5 billion to 19.1 billion;v) Grow Total assets by 268 % from 6.8 billion to 25 billion; vi) Increase size of loans to Agribusiness by 71% from 35% to at least 60% of loan portfolio;vii) Sustainably lower the loan interest rate by 50 % from 3.0% to 2.0% per month on reducing balanceProject goals a) Creation of more specific longer-term agri-based product portfolio b) Improving exposure of board and management c) Sharpening the strategic plan. d) Internal capitalization training.e) financial management training. Butuuro Peoples SACCO is an ambitious financial Institution that seeks to catapult its business to greatness by increasing its Agricultural finance market share in South Western Uganda while serving farmers in Rukungiri Mitooma Rubirizi Bushenyi Sheema Buhweju District and other neighboring Districts in greater Ankole region. The project will aim at training Board Management amp; members on the gaps identified in the Governance Health Check and Financial Health Check; providing technical expertise on formulation a Strategic plan 2021-2025 organizing extension services to enable borrowers have knowledge on good on-farm investment decisions amp; proper dairy farming and linkages to financial institutions from where Butuuro can access affordable loans for on-lending to farmers at longer-term and affordable terms and peer exchange program for benchmarking with other SACCOs successfully financing the dairy value chain.2. Monitoring amp; evaluation:MBO( SACCO) Management will prepare monthly reports which show income and expenditure performance compared to the budget variances and associated explanations. In addition the Board and Management will review this action plan periodically and make necessary decisions.
The SACCO will continue using the Performance Monitoring Tool for data collection and analysis to produce quarterly reports which will be used to compare performance against industry standards as well as through analyzing trends. In addition to the quarterly reports management will produce key performance indicators on a monthly basis. These include the Operational Self-Sufficiency Portfolio Yield Operating Expense Ratio Portfolio at Risk and Liquidity Ratio.
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Operationalize dairy processing factory having processing capacity of 10.000 ltrs milk per day <p>The company assessment team in February 2016 concluded that LDMPCUL fulfils the criteria that Agriterra requires in order to start a client relationship with LDMPCUL. The cooperation shall focus on support in professionalising LDMPCUL and its member cooperatives (organisational strengthening); and improving the milk production and quality. </p>
<p>In 2016 Agriterra supported LDMPCUL in developing strategic plan improving financial management and increase members commitment in cooperative. LDMPCUL has implemented most of the planned activities and shows an active attitude towards follow up of action plans.</p>
<p>In 2017 Agriterra will focus on developing bankable business plan for ongoing construction of the dairy processing facilities. The cooperation will focus on developing capacity of increasing internal capital follow up financial management and role out of managing your agricultural cooperative training.</p>
<p>The expected output of 2017 will be developed bankable business plan and took initiation to increase internal capital and access from external loan.</p> <p>The goal of this cooperation is to support LDMPCUL in developing their organization capacity so that LDMPCUL will increase members commitment and attract more internal capital from members and an external loan and/or grants for constructing the processing factory.This will leads to to operationalize the processing plant having processing capacity of 10.000 ltrs milk per day in a profitable manner.</p> <p>The planned activities for 2017 are given below:</p>
<ul><li>Finalize the strategic plan of LDMPCUL including approval by BoD and AGM
</li><li>Develop three years business plan including product diversifications marketing strategies investment need and financial projection plan for dairy processing plant
</li><li>Conduct workshop to share the business plan with financial institutions concerned government organizations and support organization
</li><li>Submit proposal to financial institutions and concerned government organizations
</li><li>Improve financial management based on action plan made in FM training
</li><li>Role out of My.coop to 10 active primary cooperatives
</li><li>Provide smaller version of the basic FMT to top 5 PCs actively doing business with union
</li><li>Participation on Agriterra Internal Capitalization Workshop
</li></ul>
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Cooperative Governance and Leadership Improvement Pingyang Mandarin Cooperative (hereinafter as “the coop”) was established in 2010 in Pingyang Village Shimian County Ya’an Prefecture Sichuan Province. Back then a lot of farmers were growing mandarins a product of geographic indication separately so quality was poor and price was low. At sight of this Zhiwei Wang a veteran with entrepreneurship decided to organize growers together to develop mandarin industry intending to increase income. The coop now has a total of 325 members with a total size of 2250 mu mandarin farm (150 hectares). The coop wants to include all 5 500 mu in the near future (367 hectares).This specific variety of mandarins is a citrus fruit that can be best defined in Dutch as ‘handsinaasappel’ which is a type of orange that can be directly consumed and tasted slightly sweet/sour. This variety is by the government appointed regional species which grows best at altitudes from 800 to 1200. These mandarins are harvested during winter and spring (from February till the end of May) which is different than most other varieties which are harvested late December. The coop collects all products from members sorts products and sells products. The premium products are sold online and majority sold offline to whole sellers. At the moment of the assessment a new warehouse was under construction. This new site of 9000 m2 will be used for sorting waxing and store the mandarins. There will be eight cold stores in the warehouse. It will be operational in one month so the harvest of 2019 shall be processed there.The cooperative has a partnership with the Chinese Foundation for Poverty Alleviation (CFPA) besides being a buyer with a social incentive the CFPA has a long term partnership with the coop and helps them develop the infrastructure and marketing. They participate financially and different practical projects.The mission of the coop is to become the leader for mandarin industry of Shimian county. They do not have a formal strategy but they want to improve quality and attract new buyers.Shimian county is famous for its mandarins everywhere in the surroundings there are mandarin orchards which makes it one of the main income sources in the county. The Pingyang coop is the biggest mandarin coop in Shimian.The main objective of the cooperative is to sell all of the products of the members for the best price to improve income. Services they offer are sorting waxing and storing the mandarins of the members and non-members. Also the cooperative supplies technical support on growing mandarins for its members. The coop offers a input shop in which members can buy fertilizer and pesticide at a discount price. Strenthened governance and leadership Project plan for 2020 are as follows1.link to market2.share structure design3.incentives for management team4.lobby to government agencies
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Improve Rice Production and Youth Involvement Lu Nge Ah Man cooperative is a primary cooperative and was established in 1976. The cooperative owns around 550 acres of land which they rent to members and partly (150 acres) used by themselves. The land has been given to the cooperative in 1976. The cooperative consist of 56 members. Membership is stable since the start. Besides the land the cooperative owns a rice mill (including drying machines) machinery trucks combines. Besides the board members there are 16 staff members. The added value for members is the use of the mill and the machinery sharing knowledge about modern farming credit service and trade (beans).Cooperative Scoping was done on 4th July 2019 and cooperative assessment was recommended. The cooperative wants support on how to involve youth in the board and also modernize the organization (supervisory board etc.). They also needs support on the (internal) capitalization of the cooperative for investments in modernising the equipment. Following points will be main focus for the first year.1. Introduction of youth and how to achieve cooperation with other parties in agri business (farmers millers tec.)2. Strategic plan business plan for investments3. Finance procedures must be there and followed budget planning and cash flow forecast on BU level and total versus realization There are a lot of ideas for the coming years but they need to have proper strategy. But the cooperative has ideas how to improve the business by modernising the machinery and the use of new farming technology. Because the cooperative has around 650 acres of land they are able to get long term loans from the government (only possible when you own at least 100 acres of land). The cooperative expects that in 2 till 3 years they are allowed to sell land. At this moment one acre of land is worth around $ 3.000. By selling some acres of land (small part) it must be possible to get more loans to invest in the cooperative. The cooperative is sustainable because of the fact that they own around 650 acres of land. The plans of the cooperative are realistic because they own a lot of land so their own equity is very high (only land is worth around 2 million dollar). The biggest challenge for the cooperative to use the equipment and machinery efficiently to get the maximum profit. The cooperative wants more youth involvement in the board. They also wants to invest in new machinery and equipment. These plans are feasible however a more efficient use of the machinery is needed in order to get the maximum profit. For rice milling the over capacity in Pyu is a risk. To mitigate these risks more members are needed (or more clients). What they need is an overall (strategic) plan for the future. This plan must be made with the collaboration of the youth and Agriterra as it is their future.
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Construcción de una Planta Propia La Cooperativa de Producción y Servicios Especiales de los Productores de Camélidos Andinos Ltda. – COOPECAN Perú coopera con Agriterra desde el año 2011 con la finalidad de lograr sus objetivos estratégicos de corto y largo plazo en aspectos comerciales productivos y de responsabilidad social. Ahora la Cooperativa cuente con una gestión moderna eficaz y sostenible y desarrolla diferentes actividades con la participación de sus socios y sus familias así como de su personal.
Para el 2017 se planifica lograr los siguientes resultados:
- Proyecto presentado a Fondo Verde para mejora de la producción primaria a través de la creación un fondo de crédito interno- 2 Informes de investigación a fin de incrementar la productividad en la producción primaria - 12 jóvenes capacitados y 4 de ellos incorporados en las diferentes actividades de Coopecan- 70 socios capacitados en gestión empresarial a nivel de la producción primaria (planificación registros costos) - Reglamento del fondo de capacitación y 10 personas capacitados en temas técnicos- Construcción de planta propia en proceso a través de obtener un crédito a largo plazo de US$ 1 200 000 Construcción de una Planta Propia - Elaboración de proyecto para mejora de la producción primaria a través de la creación un fondo de crédito interno para mejorar la infaestructura productiva (reservorio riego pastos)
- Estudios de investigación (uso de estiercol en la elaboración de bioles comparación de pasto cultivado con pasto natural) a fin de incrementar la productividad en la producción primaria- Desarrollo del programa Pro Joven IV a fin de continuar formando jóvenes que aseguren el futuro de la cooperativa- Capacitación a los socios en gestión empresarial a nivel de la producción primaria (planificación registros costos)- Capacitación del personal de areas de producción mantenimiento producción primaria administración y ventas- Actualización del plan de negocios y estudios preliminares
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Programa Finca Productiva Allima Cacao es una Cooperativa de productores de Chazuta compuesta por pequeños agricultores de entre 1 y 2 hectáreas de Cacao en su mayoría indígenas que fueron plantadores de coca y se han reconvertido al cacao. Realiza asistencia técnica y capacitación a los productores y principalmente su actividad se centra en acopiar fermentar secar y vender cacao. Allima se ha desarrollado considerablemente desde 2015 en parte a la colaboración con Agriterra.Después de haber alcanzado un cierto nivel en negocios cooperativo se decidió que 2020 es un buen año para entrarse en el extension de servicios a los socios agricultores y a la vez aumentar la lealtad de los socios. La mejor manera de hacerlo será explorada en el piloto Finca Productiva.En el piloto FincaProductiva los socios de la cadena se unen conectan y aprovechan la ultima tecnología como un medio para aumentar de manera sostenible la productividad mejorar los servicios de extensión a los miembros y una mejor demostración del impacto para todos los interesados a través de paquetes de servicios personalizados.Todos las actividades para 2020 están dedicadas a este piloto. Se hacen para crear un programa que sea adecuado para escalar a otras organizaciones cultivos y regiones. Definir un paquete tecnoloacute;gico optimo para 10 productores socios Asesoriacute;aA.1BusinessAsesoria empresarialDiseno implementacion y monitoreo del programa piloto finca productiva mapeo de actores y establecer contactos seleccion de un sofware adecuado para registro y monitoreo del programaene-dic 2020A.2Productionpracticante de HAS Universidad de HolandaMapeo de actores y establecer contactos definir criterios de seleccion para el grupo piloto de maximo 10 productores socios (considerar mujeres y jovenes) definir linea base de ellos y registrarlo monitoreo en campo del programa finca productiva (analisis definicion y costeo del paquete tecnologico y desarrollo de los planes de produccion y cosecha) apoyo y participacion en capacitaciones de manejo de registros gestion de servicios planificacion productiva y analisis financiera cultura financiera apoyo en el proceso de seleccion de un sofware adecuado para registro y monitoreo del programa.mar-ago 2020A.3ProductionExperto(s) en innovacion y tecnologia productiva en cacaoDefinicion del paquete tecnologico optimo por productor seleccionado para el programa finca productivamar-oct 2020Capacitacioacute;n T.1BusinessTalleres y capacitaciones en manejo de registros gestion de servicios planificacion productiva y analisis financiera cultura financieraPlanes de produccioacute;n y cosecha elaborados para el grupo pilotomar-oct 2020Visita de intercambioC.1ProductionGira de estudio nacional enfocado en mejorar productividad en campoPropuestas concretas para mejorar productividad de los socios de Allima Cacaomar-oct 2020C.2ProductionGira de estudio internacional (ej. A Ghana o Costa de Marfil) para conocer tecnologia inovacion e investigancion para mejorar productividad en campoPropuestas concretas para mejorar productividad de los socios de Allima Cacaomar-oct 2020
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Cooperative as a platform for joint venture with private sector Ruihuang Cooperative is set up in a lean and mean manner. The tasks to be carried out by the cooperative are more limited compared to traditional cooperatives. The field work and marketing and sales is outsourced to other parties (subcontractors). The subcontractors are under the policies and directives of the cooperative however the work to be carried out is planned through transparency and by mutual understanding. The subcontractors are highly involved because they have to serve the cooperative as well as themselves. The village committee has made a long-term development plan for Tianxing village. The overall vision is to develop the village into a green and sustainable community combined with high value activities such as agro-tourism and horticulture. The cooperative and the subcontracted companies are the main executor of this plan. With the proposed project Agriterra aims to validate its business planning and strategy on the other hand improving the financial transparency. The goals of the proposed project (2017) is to support the young cooperative to clearly define its business strategy within the long-term development plan of the village and improving the financial transparency with the subcontracted companies. For the year of 2018 the focus of Agriterra's advice is on governance improvement. As a young cooperative the board has limited governance and managerial knowledge on cooperative. With continuous advice from Agriterra he board gradually reconsigned the importance of sound governance. Agriterra will be a key advisor to support the cooperative on building up sound governance with strong structure and competences in place. In the year of 2019 the focus of Agriterra intervention will be on support the cooperative as a platform for the joint venture project - Agri-Tourism Flora Parc with a private company. The objective is that cooperative and members can gain greater good from this joint venture. We plan to achieve this objective by improving the capability of board and management in this joint venture cooperation for instance project management skills business planning skills etc. Proejct Plan 2017: It is planned to support Ruihuang with a package combined of peer-to-peer advice and specialized training. The two main components are business operation and value chain analysis governance and financial sustainability. The proposed project starts with a feasibility study of flower business which the cooperative want to focus on in the future. Through a feasibility study hopefully a sound business plan could be established thereafter. Business planning will be guided by Agriterra as well. Followed by Financial management training to rise the awareness of financial management's importance. National Business Adviser will be responsible for action follow up and project monitoring.
Project Plan 2018: Agriterra will support Ruihuang Cooperative on shaping their strategy. Strategic plan workshop is necessary at this phase. Thereafter it is about implementation. Agriterra will facilitate the implementation process by capacity building trainings.
Project Plan 2019: A combination of local consultants Dutch Agripoolers and Agriterra Business Advisor will work together to provide the cooperative the practical advice on cooperating with the private company. Necessary training sessions will be organised as well to improve the capability of key members.
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Organizando la prestación de servicios empresariales La Asociación de Productores de Oleaginosas y Trigo (ANAPO) representa a 8000 productores del departamento de Santa Cruz de los cuales 2000 son activos. ANAPO es una organización reconocida y representativa del sector. Durante el 2015 Agriterra junto con ANAPO han realizado un análisis de la asociación concluyendo que a pesar de las fortalezas de la organización existen algunas limitantes que hay que abordar uno de ellos es la mejora de los servicios de ANAPO hacia sus filiales. Este aspecto pasa por fortalecer la gobernanza de las filiales las cuales se encuentran en niveles organizacionales y de sostenibilidad muy bajos.El objetivo del plan de acción a realizar este 2016 es mejorar la capacidad organizacional institucional para promover el desarrollo empresarial de sus filiales y fortalecer la asistencia técnica orientada a mejorar los niveles de productividad del cultivo de soya de sus pequeños agricultores asociados.Algunos resultados que se obtendrán son:1. Se cuenta con un plan estratégico de ANAPO 2016-20202. Se define una alternativa económica para proyecto de inversión dentro de una de las filiales.3. Se mejorará la productividad de la soya a nivel de finca en un 7% a través del fortalecimiento de los servicios de extensión y entrenamiento de los productores en temáticas tales como: buenas prácticas agrícolas sustentables manejo y control de plagas en soya elaboración y distribución de cartillas técnicas. Participaran en las actividades 6 filiales de las cuales 3 son existentes (San Pedro San Julián y Cuatro Cañadas) y 3 en proceso de creación (Okinawa El Puente y Los Andes). 180 pequeños agricultores participarán directamente y 500 indirectos de los cuales 20 % son mujeres. Mejorar las capacidades institucionales de ANAPO para promover el desarrollo empresarial de sus filiales y fortalecer la asistencia técnica orientada a mejorar la productividad. El objetivo de este plan de acción es mejorar las capacidades institucionales de ANAPO para promover el desarrollo empresarial de sus filiales y fortalecer la asistencia técnica orientada a mejorar la productividad. Este objetivo converge con los objetivos de Agriterra de mejorar los servicios que la organización brinda a sus socios y la expansión del sistema de extensión Participaran en las actividades 6 filiales de las cuales 3 son existentes (San Pedro San Julián y Cuatro Cañadas) y 3 en proceso de creación (Okinawa El Puente y Los Andes). 180 pequeños agricultores participarán directamente y 500 indirectos de los cuales 20 % son mujeres.El presupuesto total es de 17640 euros de los cuales 5292 son aporte de ANAPO y 12348 de Agriterra. Dentro de los servicios de asesoría se organizará una gira de intercambio que estará relacionada a la alternativa económica para una de las filiales que es parte del plan de acción. Asesoría especializada en el tema será adquirida de expertos Agripooleres holandeses relacionados al tema.
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Improving financial management and services to members <p>LDMPCUL is a Union of primary Dairy cooperatives in Lalitpur district. After the organisational assesment in March 2016 the organisation is accepted as a potential client of Agriterra. The BHAG of the organisation is to have its own succesfull processing factory. This is a long term dream and there are several steps to be taken before that.</p>
<p>The mission team recommends to focus the proposed cooperation on: <br>- Identifying and framing the future direction of the federation based on few very clear strategic objectives and goals by preparing a strategic plan<br>- Organisational strengthening of the union and its member cooperatives in terms of planning and control; financial management and governance. <br>- Improved and financially sustainable services for the members in order to be well prepared for the next (long term) step: starting a processing factory. Access to funds is not the main challenge but rather to upgrade the milk production member commitment and strong governance; and improved managerial and financial management skills.</p>
<p>Concrete proposed joint activities for the second half of 2016 are:<br>1. Participation in the financial management training organised by Agriterra (August 2016)<br>2. Prepare an action plan in this workshop and execute this plan with the aim to further improve the financial management of the union but also to role out the knowledge to primary coops. <br>3. Prepare a strategic (3-5 years) and 1 year operational plan of the Union with the option to work out the details of providing (financially) sustainable services to member. This is a process and requires the active input of Board and staff members and validation with the members.<br>4. Based on the strategic plan a concrete action plan can be prepared for cooperation with Agriterra.</p> <p>Goal for 2016: </p>
<p>- improve financial management of LDMPCU <br>- SMART strategic business plan for coming 2 years available in September 2016 and approved by BoD in October 2016</p><p>- Strengthen LDMPCUL and primary cooperatives capacity in managing agricultural cooperatives<br>- Sustainable services system aiming at improved production in place to be made operational in 2017</p>
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Strengthen Human Resource Management of Ai Nghia Cooperative In 2018 ANC have elected new boards during the AGM and additional staffs was also recruited; It is good time for Ai Nghia to strengthen its HRM thus increasing farmer involvement in decision making (member council) and empower youth (succession plan amp; establishment of youth council/club).ANC have started its rice paper business since 2016 where a marketing plan was developed and many promotion activities was implemented and shown good start. However the promotion and pricing policies still are showing alot of flaw and it could be improved to increase sale and revenue for the coop. A better focus on only quality marketing for Dai Loc rice paper is highly requested by the Coop.In 2019 alot of progress has been achieved by the marketing department of Ai Nghia. The sale of rice paper have reached 10Ton and margin increased significantly from VND17 000/kg to VND34 000/kg. ANC is also be able to sale their product through some big supermarkets such as BigC Vinmart. Nevertheless rice paper has not been a profitable business for the coop 40% of production lost due to inconsistent ingridients and drying and packaging. It is very importance to improve the quality of production for Dai Loc Rice Paper ensur positive income from this business. Additionally sustainable service workshop improves production and productivity for ANC enhancing farmer incomce and cooperative turnover. Standardise HRM that could improve the current and future business plan of ANC. Development of sussession planning and clear division of task and responsibilities. Increase 20% sale and improve efficiency of promotion activities pricing policies for Dai Loc rice paper Setting up Youth Council / Youth Club. Empower and involvement of Youth in future business of ANC. Establishment structure and operation of Member Council - empower voice of farmers in the decision making Advisory Mission on Human resourse management
Focus on quality marketing of Dai Loc rice paper
Increase youth involvement in business of ANC Strengthening governance
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Fortalecimiento de las bases cooperativas 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 strengthening the six members of this second level cooperative because they need to standardize each organisation in the same level in order to professionalize the business. Metas 2020:
Acopio: 1200 toneladas (800 orgaacute;nico y 400 convencional)
Comercial: 48 contenedores a los mismos clientes
Finanzas: 2 000 000.00 de las mismas financieras
Capitalizacioacute;n: Iniciar la sensibilizacioacute;n con 1 cooperativa socia (todos los socios). El piloto se iniciara con COOPACANP - Cordillera Azul
Agroindustria: Se buscaraacute; el apoyo de Innovate para el desarrollo de Paquetes tecnoloacute;gicos
Eficiencia: Reduccioacute;n de costos financieros y administrativos
RR. HH.: Fortalecer el equipo administrativo a traveacute;s de capacitaciones
Servicios a los socios: Capacitaciones en temas financieros y de gobernabilidad
Socios: Involucrar a una mayor cantidad de socios en las capacitaciones que se den en el 2020 y aumentar el volumen de produccioacute;n orgaacute;nica.
Crecimiento: Incremento del 1% en el monto facturado con relacioacute;n al 2019
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Setting up a strong business-minded and farmer-owned coconut cooperative Koperasi Produsen Mitra Kelaapa Pangandaran (KPMK) is a coconut cooperative based in Pangandaran region in West Java Indonesia.
The cooperative buys coconuts from their 42 members and non-members and processes it in a communal factory of equally owned by Cooperative Koperasi Mitra Malabar (KMM) and KPMK. The cooperative only started in 2016 and was officially registered end of 2016. In the factory the coconuts are split up in different parts which each are processed. The coconut can be regarded as a zero-waste product. The coconut will be used to produce: • Cocopeat• Desiccated coco• Coco juice• Charcoal• Oil
Currently also lemon grass soap is produced from the coconut oil. The factory also has an oil distiller to produce lemon grass essential oil. The most important thing for a cooperative which is newly created is to gain trust. This is only possible through clear and transparent communication. Any even if it seems minor issue can have big consequences in the future. It is important to set up a cooperative which is transparent clear procedures no double positions right from the start.
The long term goal of the cooperative is to become the best (in quality price) coconut collector for the farmers in Pangandaran As KPMK is a new cooperative it is facing some challenges: • It is difficult to attract new members as the image of cooperatives is not good as well that friends and family support the cooperative which doesn’t give an independent image• Board members are not aware of their task and responsibilities also bylaws are not drafted yet which could give them guidance• Not specified contract with business partner KMM as it still contains gaps• Bookkeeping manually and very poor• KMM owns part of business activities together with KPMK no clear border between KPMK cooperative and business.• Governance: enthusiastic board members working in the business but not governing the cooperative• High dependency on general manager• Division of profit: only 40% of the business is for members which should also be used for money to run cooperative building up equity profit sharing board etc.
The most important thing for a cooperative which is newly created is to gain trust. This is only possible through clear and transparent communication. Any even if it seems minor issue can have big consequences in the future. It is important to set up a cooperative which is transparent clear procedures no double positions right from the start.
The long term goal of the cooperative is to become the best (in quality price) coconut collector for the farmers in Pangandaran
To be able to turn the cooperative into a ‘real’ cooperative the following points should be followed:
• Get experienced accountant to assist with bookkeeping• Get a simple bookkeeping system• Let supervisory board supervising and not work (staff)• Draft bylaws
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En busca de la sostenibilidad financiera y de una gestión mas moderna La cooperativa de Ahorro y Crédito La Chuspa- Mide ha tenido una muy buena performance durante el 2019 mejorando sus indicadores financieros pero además cumpliendo con los objetivos acordados en el Plan de Acción con Agriterra. No obstante los grandes restos que ha tenido que sortear como su paulatina adecuación a la normativa impuesta por el nuevo enter supervisor de COOPACs en Perú la SBS. A raíz del trabajo con Agriterra se ha podido identificar su matriz FODA y a partir de ahi y de los talleres y giras en los que han participado les ha permitido avanzar con una visión mucho mas comercial estratégica y empresarial haciendo uso de herramientas de gestión concretas como el Plan de Negocios y Plan Estratégico elaborado con financiamiento de Agriterra. El equipo de La Chuspa aunque es pequeño está muy comprometido con la organización ;sin embargo hay nuevos retos que asumir el 2020 tales como: terminar de implementar el Plan de Negocios capacitar a directivos y socios sobre temas de gobernanza y profundizar- mejorar las capacidades internas del personal sobre el manejo técnico de una COOPAC contar con un software que les facilite la elaboración y emisión de reportes para la SBS hacer un seguimiento cercano al cumplimiento de los objetivos del plan estratégico entre otros. Todos estos aspectos deberán ser asumidos en mayor o menor medida durante el 2020 de acuerdo a las prioridades y recursos disponibles. 1) Lograr su sostenibilidad financiera es decir cubrir costos totales y obtener un pequentilde;o margen operativo.2) Implementar el plan de negocios elaborado en el 2019.3) Contar con personal capacitado en temas teacute;cnicos y operativos de las Coopacs.4) Participar en los Talleres de Gestioacute;n Financiera Baacute;sica y de Gobernanza (directivos).5) Participar en gira nacional.6) CARTERANro de creacute;ditos: +12%Nro de socios: +10%Saldo de Cartera: +40%7) COMERCIALSe implementaraacute; la estrategia de socias referidoras y se van a ir modernizando las agencias de acuerdo al presupuesto y necesidades de los socios.8) CAPITALIZACIOacute;NAportes : + 17%Reservas: 1%9) EFICIENCIAEn el 2020 se estaacute; programando la implementacioacute;n del software actual y realizacioacute;n de una capacitacioacute;n con el proveedor del sistema informaacute;tico CAUTIVO.10) RECURSOS HUMANOS.La poliacute;tica salarial y poliacute;tica de incentivos seraacute;n formuladas en el antilde;o 2020. GOBERNANZA: Al menos una capacitacioacute;n de directivos de los diferentes organos de gobierno. BusinessAsesor empresarial: Desk DaysFunction 3: Economic function Deliverable: Farmer led enterprisesel cliente participa en 3 eventos de Agriterra y cumple con 3 actividades o consultorias de seguimiento a cada evento Enero- diciembre 2020Financial managementConsultoriacute;a / Actividad Post Taller Gestioacute;n Financiera Baacute;sicaFunction 1: OSID Deliverable: Transparancy amp; Accountabilityun informe de la consultoria/ actividadMayo- Julio 2020GovernanceConsultoriacute;a / actividad post Taller de GobernanzaFunction 1: OSID Deliverable: Transparancy amp; Accountabilityun informe de la consultoria/ actividadJunio - Agosto 2020BusinessConsultoriacute;a / actividad post Gira de estudios nacional Function 3 Economic Function Delirable: 3.1 Farmer led enterpriseun informe de la consultoria/ actividadAgosto - Octubre 2020Capacitacioacute;n Financial managementtaller de gestion financiera basica a traves de proyecto 20ATP-8501chequeo de salud completado plan de accion priorizado TdR y presupuesto aprobados para consultoria/ actividad de seguimientoJunio 2020Governancetaller de Gobernanza a traves de proyecto 20ATP-8501chequeo de salud completado plan de accion priorizado TdR y presupuesto aprobados para consultoria/ actividad de seguimientoMayo 2020Visita de intercambioBusinessgira de estudio nacional a traves de proyecto 20ATP-8501plan de accion priorizado TdR y presupuesto aprobados para consultoria/ actividad de seguimientoAgosto- Setiembre 2020
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Keeping track of common sense in business: monitoring and evaluation 2016-2020 To monitor results and track these results and the deliverables and targets of agro-info.net a monitoring protocol (including baselines) has been established and is in the process of being programmed into agro-info.net.
Basic ME systems will be developed with (inter)national and lower level federations building on improved intake analysis with all of them. This intake data will also feed the organisation database one of Agriterra’s notable assets much appreciated by companies. With ten farmers’ organisations this effort will be intensified to the point of making direct feeds between the data network of the organisations and agro-info.net and we will support them in using the data for planning control and decision-making. Agriterra measures the outcome of its work in terms of the strengthening of customer organisations. Profiling and company assessments are the tools for this.
In this 2016-2020 period the measurements will depend increasingly on online data supplied by the customers and the competition element will be larger. We therefore envisage the emergence of a ‘top 20’ of farmers’ organisations that have grown measurably stronger as measured by profiling or other forms of assessment.Results will be monitored and publicised via agro-info.net and on the IATA Registry for maximum transparency and information sharing as well as in yearly activity reports.
We will also observe four perspectives to report on the impact of our activities at four levels: project outcomes; capacities of farmers’ organisations (profiling them); the living conditions and livelihoods of farming families; and impacts at regional thematic or programme level. To monitor results and track these results and the deliverables and targets of agro-info.net a monitoring protocol (including baselines) will be established and in due course programmed into agro-info.net. In 2017 this project will allow the analyst team to fulfill its reporting obligations in accordance with the ME protocol. The protocol distinguishes impact outcome output activities and input.
Throughout the year the input and actvities are being monitored in the monthly and quarterly progress reports prepared by analysts and discussed with business advisors.
Output variables follow the project cycle. Project planning analysis gives insight to what extent the envisaged goals of the programme Common Sense in Business are being aimed at. Analysis of results after completion of the project cycle determines the final output results in relation to planning.
Outcome is defined by the 10 operational goals of Agriterra. These goals are central to team planning and are being constantly monitored by the team coordinators with support of the client analysts. The determination of outcome results varies according to the goal in question. For example outeach is being monitored on AIN (outreach of projects; number of active members in MBO data base). Financial goals (coverage of operational costs membership revenue) are monitored by analysing financial reports audited statements and project reports. The volume of mobilised loans is being monitored by business advisors in quaterly reports. As to the ten major outcome goals an AIN dashbord makes visible progress at each given moment.
Impact is evaluated by a. data analysis of all underlying levels b. evaluation missions and c. scientific studies on the wider impact of Agriterra and client interventions.
The reporting cycle of analysts over the year 2017:
1. Monthly and quarterly progress reports
3. Project planning (1st semester) with definition of budgets targets and outreach
2. Team summits with interim regional progress reports (mid year) as to the 10 outcome goals
3. KPI data-collection and analysis between april and september resulting in the KPI-presentation on October 13th. In 2017 KPI analysis will not be limited to financial ratio's only but includes other performance indicators such as contrbution to 2020 goals and assessment by business advisors.
4. Evaluation missions of 2016 projects and clients (1st quarter of 2018)
5. Project reporting both narrative and financial (1st quarter of 2018)
6. Activity report 2017 containing an overall integration and analysis of the four levels of results.
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Devenir une COOPEC qui a un impact plus important sur les activités commerciales de ses membres. La COOPEC OBUGUMA est une coopérative d’épargne et crédit qui offrant à ses membres les services d’épargne de crédit de formation ainsi que de transfert des fonds pour les initiatives féminines regroupées ensembles dans l’agriculture et le petit commerce. Ayant le monopole du service d’épargne et de crédit en faveur de ses membres Obuguma a fait de succès depuis sa création en 2009. Ses membres accèdent au crédit par groupe solidaire car ne disposent pas de garantie matérielle à déposer à Obuguma en guise de l’obtention dudit crédit.
Obuguma dispose de 3 316 membres physiques avec environs $ 45 000 logés dans la banque TMB à Bukavu. Ses membres sont essentiellement composés des Agriculteurs regroupés dans diverses filières agricoles éleveurs pécheurs armateurs agents de l’Etat enseignants et petits commerçants. La COOPEC a un monopole qui lui permet de se confirmer dans le domaine d’octroi de petits crédits à ses membres ainsi que la facilitation de transfert de fonds. Actuellement la demande étant plus élevée Obuguma connait de sérieuses difficultés auxquelles elle ne sait pas faire face. Son enveloppe lui permet de répondre à environ ¼ de la demande qu’elle enregistre pour chaque trimestre et ceux qui bénéficient de ses prêts n’obtient pas la totalité du montant demandé (parfois la moitié ou le tiers de la demande). Agriterra a convenu avec Obuguma de lui appuie dans le recherche pour une institution financière qui peut offrir une ligne de crédit afin de pourvoir répondre de manière raisonnable aux demandes exprimées par ses membres. Afin d’être éligible pour les institutions financières les états financières doivent être audité et les affaires interne doivent être automatiser avec un nouveau logiciel comptable. Puis Obuguma va étudier le principe de crédit au warrantage et analyser la situation de la gestion des risques.
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Building reliable dairy business market access Ethiopia being an agricultural country possesses all vital requirements necessary to establish a sustainable development including dairy cattle industry. Having such a great potential to be self-sufficient with dairy production Yet the country produces only 20% of the requirement’s of milk and related products. The rest of the market requirements is directly imported from several other countries. The average production of milk being 1litre per cow per day which is not viable at all to rear cattle for business purposes.
Even though the member farmers of Cher-Cher-Oda Bultum produces coffee as a major crop. On the other hand the proposed dairy investment is equally important and viable. The project site is called Goda hora and has a considerable cattle population though it has not been developed as a commercial industry up until now. The climatic factors are highly favorably for cattle. Animal feeds are available and pasture land irrigations for animal feeds is possible. The limitation for the industry before 2 years was the unavailability of high productive cows tolerant to temperate humid conditions. To overcome the limitation the union has been hybridizing 207 offspring’s of Holestain and Borena. These amount is planned to increase to 1000 milking cows in 2019 with an accompanying milk processing plant establishment at the union site. The objective of the project is dairy business development in which case the Union is planning to improve the income from members' milk production by collecting and processing the milk and selling it in nearby and distant urban markets. The followings are the main project activities that is going to be done during 2017
Sourcing (Dairy Product)- Stalkholder worshope
Conduct financial management trainings
Participation in governance coaching track
Conduct peach tree training and follow ups
Participation in governance coaching track
Conduct Contract farming Training
Agripooler animal feed management practices
Experience sharing visit to Mama and ADAA dairy farm
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Increasing the credit portfolio through organisational strengthening COOPEC Impamba is a SACCO of approximately 15 000 rice farmers in the Southern Province of Rwanda. Agriterra has been supporting the rice union UCORIBU since 2016 and based on the ambitions of the union Agriterra decided to assess COOPEC Impamba to become a client. Impamba is a successful SACCO which has entered the growth stage of its development trajectory but this growth could be accelerated if the SACCO could strengthen its internal capital position its savings its credit product portfolio and its internal procedures. By supporting Impamba in this trajectory external financing will be easier accessible for the SACCO. We aim to support COOPEC Impamba to increase its credit portfolio so that more members can be served. In order to make this possible Rwandan bank regulations require the bank to increase its assets and savings position. Agriterra will support the COOPEC in understanding the current situation and to develop and implement a strategy to reach this objective. Develop a SMART business plan for new branches of Kibirizi (Nyanza) and Muganza (Huye)CA meetings about COOPEC revenue model analysisSpecial AGM to discuss new proposed improved revenue model of the COOPECAnnouncements of new revenue model and updated loan and saving policies Agrifinance capacity building: product development customized to member needsInternal capitalisation workshop
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HortInvest Rwanda "Investing in Horticultural Development in Rwanda" SNV Netherlands Development Organisation has formed a consortium with several partner organisations and proposes to support the Rwandan horticultural sector development. This document provides a detailed outline of the proposed objectives strategy and implementation arrangements of the SNV-led consortium. The proposed “Investing in Horticultural Development in Rwanda” Project (hereafter: HortInvest) has been formulated after a detailed study of the needs potentials and policies as well as consultations with key public and private stakeholders in the Rwandan horticultural sector.The partners in the SNV-led consortium are IDH the Sustainable Trade Initiative Wageningen University Research Agriterra and Holland Greentech. Each partner has experience with the implementation of different projects and programmes in Rwanda and will contribute complementary expertise networks and approaches to the HortInvest project. The individual roles and contributions by the respective partners and the proposed approach towards working with key stakeholders in the Rwandan horticultural sector are outlined in this proposal. The outcome of several consultations as well as the stakeholder workshops and meetings conducted in Rwanda in May and June 2017 at national and district-level are incorporated in the HortInvest project strategy and work plan. Agriterra has committed itself to strengthen the capacities of 40 horticulture cooperatives intensively through business advisory services related to activities set in cooperative action plans in addition to providing minor support to 60 less developed cooperatives/informal groups with an aim of getting them registered or better organized. Funding
of cooperative action plans
Scoping
Assessment
Business advisory services
Minor support services to informal groups and unselected cooperatives
International HortInvest consortium meetings
Financial record keeping for cooperatives workshop
Agripool mission on good agricultural practices
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Orange Knowledge Vietnam Program Project name: Enhancing performance of the horticultural sector in North/central Vietnam: educational cooperative and value chain development Project duration: 1 January 2019 to 31 December 2021The project will build on the long tem partnerships between 4 Dutch consortium members and one Vietnamese partner. It will concentrate on enhancing performance of selected vegetable and fruit value chains in Northern Vietnam with gender youth and minority focus: 1) enhance capacity of next generation wishing to work in horticulture and fruit production in any part of the value chain so that they can meet labour market requirements; and 2) enhance capacity of stakeholder already working in horticulture so that they can improve their performance at individual organizational and institutional levels and drive change to become more market-oriented at each step of the value chain.Agriterra is leading output 4 and output 5: To virtually establish Agri Cooperative Hub to enhance capacity of horticultural cooperativesTo upgrade horticulture value chain 1. Promote agricultural growth
2. Create ecologically sustainable food system
3. Water efficiency in agriculture increased Contribute to end hunger achieve food security and improved nutrition and promote sustainable agriculture (SDG 2) through the strengthening of capacity knowledge and quality of individuals as well as organisations in the fields of Technical and Vocational Education and Training and Higher Education (TVET/HE) in OKP partner countries The goal will be achieved through the following outputs:
1. Curriculum and training material upgrade interactive multi-disciplinary teaching approaches introduced at different levels of education
2. Capacity of lecturers and trainers at different levels of education
3. Innovation Center for Horticulture (physical) established as a spin-off business entity of VNUA to facilitate education/ private sector/ government/ research collaboration
4. Agri Cooperative Hub (virtual established) to enhance capacity of horticultural cooperatives
5. Selected horticultural chains more market-oriented and upgraded
6. Project activities embedded in local context consortium members long-term strategy with Vietnamese stakeholders enhanced
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Devenir une COOPEC qui a un impact plus important sur les activités commerciales de ses membres La COOPEC OBUGUMA est une coopérative d’épargne et crédit qui offrant à ses membres les services d’épargne de crédit de formation ainsi que de transfert des fonds pour les initiatives féminines regroupées ensembles dans l’agriculture et le petit commerce. Ayant le monopole du service d’épargne et de crédit en faveur de ses membres Obuguma a fait de succès depuis sa création en 2009. Ses membres accèdent au crédit par groupe solidaire car ne disposent pas de garantie matérielle à déposer à Obuguma en guise de l’obtention dudit crédit.
Obuguma dispose de 3 316 membres physiques (159 effectifs et 3 186 auxiliaires) avec environs $ 45 000 logés dans la banque TMB à Bukavu. Ses membres sont essentiellement composés des Agriculteurs regroupés dans diverses filières agricoles éleveurs pêcheurs armateurs agents de l’Etat enseignants et petits commerçants. La COOPEC a un monopole qui lui permet de se confirmer dans le domaine d’octroi de petits crédits à ses membres ainsi que la facilitation de transfert de fonds. Actuellement la demande étant plus élevée Obuguma connaît de sérieuses difficultés auxquelles elle ne sait pas faire face. Son enveloppe lui permet de répondre à environ ¼ de la demande qu’elle enregistre pour chaque trimestre et ceux qui bénéficient de ses prêts n’obtient pas la totalité du montant demandé (parfois la moitié ou le tiers de la demande). Obuguma dispose de 159 membres effectifs et 3 186 membres auxiliaires avec environs $ 45 000 logés dans la banque TMB à Bukavu. L'objectif de ce projet est de renforcer la base des adhérents de la COOPEC pour davantage réagir sur les demandes de credit des clients. Agriterra a convenu avec Obuguma de lui appuie dans le renforcement de la capitalisation interne. Le montant des membres effectifs est très limité et par conséquent le capital propre de la COOPEC est petite. Avant de commencer de chercher pour une institution financière qui peut offrir une ligne de crédit afin de pouvoir répondre de manière raisonnable aux demandes exprimées par ses membres la COOPEC doit renforcer ses capitaux propres. Afin d’être éligible pour les institutions financières les états financiers doivent être audité et les affaires interne doivent être automatisé avec un nouveau logiciel comptable spécifique pour les COOPECs: ABCPRO. Puis Obuguma va étudier le principe de crédit au warrantage et analyser la situation de la gestion des risques.
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Establishing semi refinery edible oil plant 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. 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 union have been working with Agiterra since 2015 and bring remarkable changes specially to engage in Niger Seed Agro-processing able to mobilize 4.5-million-birr internal capital for establishing Niger seed edible oil semi refinery plant engaged in seed multiplication business and solve the seed shortage in the working area of the union improve the agronomical practice of the members and enhance the product and productivity increasing their members from 57 to 66 etc. The 2018 AP will be focused on the following specific objectives Establishing semi refinery edible oil plant The 2018 AP will be focused on the following specific objectives
Mobilizing 5 million ETB internal equity for realizing of semi refinery edible oil pantEstablishing the Niger seed edible oil processing plant Well materialized the Peachtree software and digitalizing the financial management system of the union and Strengthen the supply chain of Niger seed and designing output marketing modality
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COVID-19 Support Hours Ghana Agriterra aims to distinguish itself from other donor organisations by supporting our clients with useful business advice during the COVID-19 Crisis. This support aims to;a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer to peer learning. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learningProject Purpose:How can Agriterra properly and effectively advise and guide our clients during the COVID-19 Crisis? Can Agriterra distinguish itself from other donor organisations with ad-hoc business advice? Agriterra aims so support the continuation of food production and the continuation of cooperatives themselves during the crisis. Awareness Creation for ClientsHelp Desk Service/Online Platform/’Workplace for Clients’Webinars with Agripoolers/Local BA’s
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Vers une coopérative indépendante et autonome au service des membres Lexecution de ce projet va permettre a la cooperative dameacute;liorer son bilan de la sante financiere et la transparence de la coopeacute;rative. Amahoro est une coopeacute;rative des cultivateurs de pomme de terre au Burundi qui a eacute;teacute; enregistreacute; en 2016 comme coopeacute;rative mais a eacute;teacute; actif deacute;jagrave; depuis 2011. Elle est une coopeacute;rative des producteurs de pomme de terre sous deux volets : multiplication des semences et production de pomme de terre de consommation. La coopeacute;rative AMAHORO a 210 membres dont 67 femmes qui sont en 21 groupements vivant sur les collines de la zone Rugazi de la commune KABARORE. Au niveau de la gouvernance la mise en place dune unite de gestion des outils de gestion le renforcement des capacites des membres du CA CS et du personnel en Gestion des cooperatives Gestion Financieres des cooperatives et en Gouvernance aura une valeur ajoutee pour la sante ginanciere et la sante de la gouvernance de la cooperative The main objective of the project is to improve the financial health and strengthern the Governance of the cooperative. Indeed the Amahoro cooperative has to increase the members participation to improve its professionalisme and transparency The main objective of the project is to improve the financial health and strengthern the Governance of the cooperative. Indeed the Amahoro cooperative has to increase the members participation to improve its professionalisme and transparency. 1. Améliorer les états financiers 2016 2017 2018 et établir le bilan et les états financiers 20192. Établir le plan d'affaires sur 5 ans et le plan stratégique sur 03 ans3.améliorer le système d'information de conservation et de communication dans l’Intérêt des membresaméliorer les stratégies de conscientisation aux membres pour améliorer la participation dans la coopérative5. Améliorer la productivité la qualité et la disponibilité des semences pendant la période creuse de semences (Janvier-Février)6. Faire enregistrer les parcelles baties et non baties de la cooperative aupres des services de titre fonciers.7.Faciliter l'acces aux intratnts pour les membres par l'installation de deux points de vente dans les collines.
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Élargir le succès de 2017 à propos la commercialisation du café de la CPNCK et l'organisation interne. La CPNCK travaille avec Agriterra depuis 2016. En 2017 la CPNCK a recruté un nouveau comptable et la coopérative a vendu un conteneur du café vert K4 à Tropicore et 40 sacs de café vert à TSU les deux partiellement grace à les interventions d'Agriterra. Pour 2018 l'organisation a besoin de plus renforcer les démarches internes au niveau de la gouvernance et gestion financière mais aussi de renforcer sa position sur la marché internationale pour atteindre un taille des affaires de deux conteneurs de café vert. Pour 2018 les grandes ambitions pour la CPNCK sont de renforcer sa base des adhérents d'obtenir des certificats biologique et commerce équitable d'améliorer sa gestion financière et de vendre 2 conteneurs du café vert. La CPNCK va se focaliser sur les activitées suivantes avec l'appui d'Agirerra:
Actualiser le tableau avec des organisations financières
Fidéliser les organisations financières spécifiées et contacter les nouveaux
Actualiser le tableau avec des acheteurs potentiels (connu et nouveau)
Contacter les acheteurs spécifiés
Formation sur la qualité du café au micro station de lavage
Enregistrement au Cadastre et taxation
Competition inter-sections de lavage de café cupping sur chaque café des sections
Audit externe 2017 avec les frais d'Agriterra specificié + présentation à l'AG
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Consolidating better position in Coffee Business Mtandao wa vikundi vya wakulima Mbinga (Network of farmers’ groups of Mbinga) or MVIWAMBI for short is a second level farmers organisation and has been active since the year 2000. A self-organised ‘company’ with over 2000 active members in 44 groups it provides farm inputs harvest collection storage and training via farmer field schools to its coffee farmers. The organisation has interesting volumes of medium to good quality of coffee which it sells through the Tanzanian Coffee Board Auction. Mviwambi’s ambition is to have 300 groups organised in 5 years. In order to realize this they have to professionalize as a cooperative provide good services to their members and find better markets for their coffee.
The most significant strength of this organisation is that the groups and members are well organized and speak with one voice. They are very committed to improve their own livelihood. In addition there is an unlimited access to credit for working capital because the collateral is in the warehouse as Mviwambi sells 100% of the coffee via the Auction. On the other side the organisation can benefit tremendously from professionalizing its financial management and by strengthening their marketing skills. In the future they are aiming to also sell directly to exporters instead of 100% through the auction. But before being able to export directly the organization must increase its awareness about the global coffee trends and improve on its marketing skills. In addition by analyzing whether it would be worthwhile to invest in washing machines they can increase the margin for the farmer by reducing the costs for the farmer. Currently they outsource the washing activities. This is particularly interesting as coffee prices are volatile and Mviwambi cannot influence sales prices. It can though reduce costs for the farmers by being more efficient and see opportunities to further reduce on costs.
Key focus areas are therefore improvement of financial management strengthening sales/marketing capacities professionalization of the organisation by developing strategic and business plans and checking the feasibility of investing in washing machines in order to increase the margins for the cooperative and thus the income of the member. In addition the action plan also pays attention on improving production by working on soil fertility. (...less...) - computerized bookkeeping- increase production and use of organic farm-inputs- assess marketing options + prepare Mviwambi for direct sales- SIDI loan for inputs + partly coffee campaign 2014: start collaboration: focus on professionalizing the organization: administration office equipment HR financial management audits and first linkage with SIDI resulting in agri-input loan worth 80.000 USD.
2015: successful year for MVIWAMBI: by providing timely access to qualitative farm-inputs to its members Mviwambi regained their confidence and commitment which hence led to a tremendous increase in coffee collection (700 tons compared to 220 in 2014/15 season). Mviwambi also passed and started implementing a resolution with regard to internal capital: deduct 30Tshs/kg coffee. A fund worth 20 Million Tshs was created for decreasing its dependency on banks and for starting the coffee campaign. Mviwambi still needs to professionalize its administration (and book keeping system) and to grow in marketing skills for achieving their dream of direct coffee sale (export).
2016: computerized bookkeeping consolidate internal capital mechanism increase production and use of organic inputs to decide on proper registration for business + export to prepare marketing strategies SIDI loan application for inputs + coffee campaign,
2017: The following activities were not executed last year therefore they are planned for 2017: computerized bookkeeping increased production and use of organic inputs decision on proper registration for business + export Also more efforts will be put on improved marketing sales as a Marketing Manager will be recruited in May 2017.
2018: for this last year the Action plan is aim to complete all not executed activities of 2017 Accounting software hiring marketing officer and youth council on villages levels.
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Expandiendo la planta de alimento balanceado II El Plan de Accioacute;n 2020 sigue la liacute;nea continuista del Plan de Accioacute;n 2019 impulsando la finalizacioacute;n de aquellas actividades inconclusas para reforzar la estrategia de crecimiento de ADA definidas en su plan estrateacute;gico a largo plazo. Por ello dentro de las actividades locales ADA realizaraacute; los tres estudios complementarios al disentilde;o arquitectoacute;nico de las nuevas oficinas y laboratorios (obra civil hidrosanitario y eleacute;ctrico) que quedaron pendientes de 2019. Pero como la inversioacute;n prevista para las nuevas oficinas (+ USD 1 milloacute;n) no puede financiarse con la actual estructura financiera de ADA la asociacioacute;n seguiraacute; reforzando su estrategia de crecimiento mediante el aumento de su representatividad medida a traveacute;s del nuacute;mero de asociados y la recaudacioacute;n de aportes asiacute; como daraacute; un nuevo impulso a la inversioacute;n en la expansioacute;n de la planta con la obtencioacute;n de financiacioacute;n y el inicio de la construccioacute;n. Los servicios de Agriterra vendraacute;n a reforzar esta trayectoria de inversioacute;n con la asesoriacute;a de un agripool local para apoyar las mejoras en gestioacute;n y el disentilde;o de expansioacute;n de la planta asiacute; como los diacute;as de asesores de Agriterra que se enfocaraacute;n en apoyar la revisioacute;n del plan de inversioacute;n y la buacute;squeda de entidades financieras que quieran apoyar dicha inversioacute;n. Con mayores ingresos por aportes de asociados y por la actividad de una planta con mayor capacidad de acopio y procesamiento quizaacute; en 2021 se podriacute;a empezar a pensar en invertir en la nueva sede de ADA. Obtener la financiacioacute;n bancaria necesaria y realizar la expansioacute;n de la planta extrusioacute;n de soya integral para aves de ADA. Actividades del proyectoP. 1 Obtención de financiación bancaria para la expansión de la planta de extrusión de soyaP. 2 Inicio obras de construcción para la expansión de la planta de extrusión de soyaP. 3 Incremento del número de asociados y la recaudación por aportesP. 4 Estudio complementario de cálculo estructural para las nuevas oficinas y laboratorios de ADAP.5 Estudio complementario eléctrico para las nuevas oficinas y laboratorios de ADAP.6 Estudio complementario hidrosanitario para las nuevas oficinas y laboratorios de ADAServicios de AgriterraAsesoríaA.1 Asesoría agripool en gestión de plantas de alimento animalA.2 Días de trabajo de asesores de Agriterra
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Increasing productivity and profitability of dairy business Shree Dumarwana Milk Producer Cooperative Limited (SDMPCL) was established in 1996. The cooperative does the function of collection of milk (around 8.500 liter per day planning to increase to 10.000 liter per day by the end of 2018) and also do the function of credit and saving services from its 1995-member farmer households. The cooperative does chilling of milk and supplies bulk quantity to other dairy processors in and around Kathmandu and process in small volume to produce and market pasteurized milk yogurt soft cheese ghee and ice-cream. Agriterra is partnering with SDMPCL since 2016 with a goal to increase the profitability of dairy business so as to provide good price to members milk. The cooperative realized that 1/3rd of its profit comes from retail sales after the market assessment conducted with Agriterra. The goal of increasing productivity and profitability of dairy business will be achieved through 1) Investing in new dairy plant with the support from government fund (Nrs 8.700.000) 2) Increasing sales and marketing of the processed dairy products from 800 to 2.300 lit/day 3) Developing Strategic and Business Plan of the cooperative 4) Developing Business Plan for Commercial farmers and 5) Establishing a feed factory in order to provide quality feed against affordable prices to the members. The
goal of SDMPCL is to increase profit of the dairy business which ultimately
provides good price for the milk produced by its member farmers. The cooperative is building a new dairy processing factory for the sustainable business. They realized the profit coming from retail supply of milk is very high compared to other business. This year they are more focused on retail sales where they put the target sales of 2300 lit/day. Marketing promotion and hiring of marketing manager will support in increase retail sales. Furthermore the business plan will support in making good plan to achieve the targets.
Moreover the cooperative is also concentrated on consistent or increase supply of milk from the farmers. The Agripool assignment will support the producer farmers in producing more milk in efficient way. Follow up of the farm activities can be done by the extension worker to make to more efficient.
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Construcción de una Planta propia y continuidad del programa Pro joven 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 contamos con protocolos para todos los procesos. También contamos con certificado de Responsabilidad Social y Fair Choice con lo que acreditamos que se da el correcto trato a los colaboradores y a los socios. También hemos cerfificado nuestro laboratorio para certificar nuestros lotes y los productos que comercializamos. Creación implementación e inicio de actividades de un Comité de gestión con jóvenes que pueda mejorar la toma de decisiones de la cooperativa. SN
Tema
Acción
Resultados esperados
Actividades del proyecto
P.1
Governance
Desarrollar el programa ProJoven 2018 para formar jovenes que aseguren el futuro de la cooperativa
18 jovenes capacitados en gestion empresarial
P.2
Governance
Implementacion del comite de gestion incluyendo a 2 jovenes para apoyar la toma de decisiones
5 reuniones del comite de gestion la constitucion del comite de gestion aprobado y registrado en acta de consejo de administracion
P.3
Business
Supervision de la construccion de la planta y traslado de maquinaria
Planta en marcha
P.4
Business
Capacitacion en tendencias de mercado de hilo
10 trabajadores capacitados
P.5
Business
Una gira de negocios y/o participacion en feria(s)
4 nuevos clientes conseguidos y contratos cerrados para la venta de 25 000 kilos de hilo
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Increased efficiency milk processing (3) <p>The new production line is fully operational since Nov. 2015 and has a capacity of 10 300 l/hr whereas the older one had a capacity of 6 300 l/hr. Since the commisioning of this second line the average production has increased up to 117 000 L/day for the two months of November and Decmber 2015 up from an average of 86 000L/day for the past 10 months preceeding November 2015. Max. production recorded so far after the commisioning of the second line has been 135000L/day.<br>Estimated milk production within the catchment of Meru region is 200 000 L/day so MCD has a market production share of almost 70%. The ambition is to get 100% market share which will be an uphil task since the growth curve is almost flattening. </p>
<p>Main goal is to fully utilize the installed processing capacity of 300 000L/day by the end of 2018. However for 2016 Meru Central Dairy are looking at getting to a high of 200 000L/day.</p>
<p>2016 goals:</p>
<p>1. Receiving and processing 200 000L/day at the end of 2016<br>2. Increasing production per cow/per farmer<br>3. Increase its national average market share (By 2%)</p> <p>Main goal is to fully utilize the installed processing capacity of 300 000L/day by the end of 2018. However for 2016 Meru Central Dairy are looking at getting to a high of 200 000L/day.</p>
<p>2016 goals:</p>
<p>1. Receiving and processing 200 000L/day at the end of 2016<br>2. Increasing production per cow/per farmer<br>3. Increase its national average market share (By 2%)</p> <p>Activities identieifed in 2016 action plan: </p>
<p>- Evaluate the effectiveness of the current extension strategy and revamp it to be able to support the current business ambitions &<br>Develop an extensive fodder strategy and roll it out (Mission in coordination with SNV)<br>-Farmer field days & exchange visits<br>- A module on the existing ERP that can help track the marketing activities or a stand-alone software to do the same? (Mission? To look into this?)<br>Exchange visits<br>- Exchange visit for a team of 5 management staff to a processing facility handling 200 000-300 000 litres of milk per day (budgeted by Agriterra)</p>
<p>Performance management<br>- Develop a staff training program for the entire organization<br>- Training of the board + SB on:<br>• KPIs<br>• Roles<br>• Managing growth challenges including conflict resolutions</p>
<p>- Supervisory staff training on<br>- Working with KPIs and target setting<br>- Keeping employees motivated<br>- <br>- Implementation of the marketing plan developed by the marketing mission<br>- Follow-up training </p>
<p>- Invest in PR materials<br>- Mission on extension (see production)</p>
<p>- Follow up mission on efficiency and controls Finance Department after assessment by Agriterra that previous recommendations have worked on </p>
<p>- A follow-up mission on marketing after ascertainment by Agriterra that previous recommendations have been implemented</p>
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Gestión empresarial de cooperativa y planta <p>La cooperación entre Agriterra y Coopecan empezó en 2011 (proyectos 5723 6000 6327). COOPECAN PERU es una cooperativa de casí 2.000 productores alpaqueros activos de las regiones de Cusco Ayacucho Apurímac y Arequipa los socios de la cooperativa son socios personas jurídicas e individuales. </p>
<p>Para cumplir con sus fines COOPECAN desde el inicio de sus operaciones además de conseguir financiamiento para sus asociados se ha preocupado por la mejora de la calidad de los productos de los mismos (de la fibra y sus derivados). COOPECAN ha gestionado créditos ante diversas fuentes el mismo que es entregado en adelanto a las familias alpaqueras por su fibra categorizada. Una vez acopiada dependiendo del mercado se decide el destino de la misma y se vende fibra clasificada procesada en Tops y otra parte procesada hasta hilos y/o prendas. <br>Luego de la comercialización definitiva de la fibra COOPECAN hace una liquidación a cada una de las familias alpaqueras. </p>
<p>Desde inicios del 2011 Coopecan ingresa de manera directa al Mercado Internacional exportando Tops de fibra de alpaca (fibra lavada peinada y cardada). El 2012 decidieron dar un nuevo paso e ingresar al competitivo mundo de la moda para lo cual contrataron reconocidos diseñadores quienes elaboran las colecciones de prendas. Las mismas han sido presentadas con mucho éxito en Perú Moda 2012 y 2013. En el 2013 diseñaron y registraron una marca “Pachaqaytu” para hilados artesanales producidos en el propio taller de hilado artesanal ubicado en Sicuani y también una marca “Alparcas” para prendas de vestir.</p>
<p>Conscientes de los problemas de baja calidad de la fibra de alpaca de las distintas regiones de donde provienen los socios y luego de un análisis serio a fines del 2012 decidieron fortalecer la cadena productiva desde su inicio. Para ello con el apoyo financiero de Peru Opportunity Fund (POF) ejecutan el proyecto denominado “Fortalecimiento de las capacidades de producción y de gestión de productores de alpacas de Puquio y Sicuani”. El mismo tiene por finalidad mejorar la calidad en incrementar la cantidad de la fibra de alpaca y por ende incrementar los ingresos económicos de los productores socios.</p>
<p>A partir del año 2013 con el apoyo de Agriterra a través del “PROGRAMA PRO PRESIDENTE” ha cambiado la tradicional modalidad de elección del presidente de COOPECAN a una elección por competencias. </p>
<p>Continuando con su proceso de consolidación y gracias a un financiamiento otorgado por Oikocredit con el apoyo en la gestión por parte de Agriterra en el año 2013 COOPECAN adquiere maquinarias de procesamiento de fibra de alpaca. La adquisición de esta planta genera una mejor proyección de la real sostenibilidad de la cooperativa y su permanencia en el competitivo mercado internacional de fibras naturales de origen animal. </p>
<p>El mercado de la fibra de alpaca en el Perú es manejado básicamente por dos grandes empresas que en su conjunto manejan el 90% del mercado. La adquisición de ésta planta es absolutamente estratégica para Coopecan porque le asegura su permanencia en el mercado con fibra transformada ya que ninguna de las dos empresas grandes brindan servicios de maquila a terceros. Coopecan cuenta ya con una cartera de clientes cautivos y además siempre está buscando nuevos clientes a través de participaciones en ferias nacionales e internacionales participación en ruedas y viajes de negocios etc.</p>
<p>Todas las estrategias y planes operativos están orientados al cumplimiento de la visión y misión. Cada vez conquista más mercados e incrementa sus niveles de ventas tanto así como sus precios. El año 2011 sólo contában con un cliente en Italia el 2012 tuvieron 3 clientes en Italia y Alemania el 2013 ingresaron a Reino Unido Suiza y Canadá y en 2014 los clientes han incrementado sus compras. Todo lo mencionado anteriormente se ve reflejado en el sostenido incremento de las ventas y según la página oficial de Promperú COOPECAN se ubica como la tercera empresa exportadora de fibra de alpaca en el Perú.</p>
<p>Para el 2016 Coopecan planifica lograr los siguientes resultados:<br>- 15 jovenes capacitados (7 mujeres) - 4 personas incorporados en la estructuras de Coopecan. <br>- 100 nuevos socios incorporados con aportes de S/. 800 cada uno<br>- 10 líderes capacitados y entrenados en condiciones de asumir la presidencia de la Cooperativa y uno es elegido para el periodo 2017 - 2019<br>- Financiamiento a largo plazo US$ 700.000 logrado<br>- 100 socios capacitados en temas de costos y manejo empresarial de su hato nuevas tecnologias y mejorar niveles de producción incremento del volumen de acopio con 30%<br>- Módulo relacionado a la hilandería integrado al actual sistema informático de Coopecan. Ventas de 180.000 kilos de hilado y 150.000 kilos de tops: S/. 10.000.000<br>- Capacitación y entrenamiento gestión empresarial para el personal administrativo supervisores de planta profesionales del proyecto POF y directivos</p> <p>Gestión empresarial de cooperativa y planta</p> <p>Resultado 1: Mejorar la gestión financiera de acuerdo a recomendaciones del chequeo de salud financiera y auditorias externas</p>
<p>Resultado 2: Incremento del patrimonio y de los socios activos a traves de generar mayor compromiso de los socios </p>
<p>-Programa de capacitación de mujeres y jovenes (PROFUTURO COOPECAN)<br>-Formación de candidatos a presidentes de Coopecan: Pro Presidente</p>
<p>Resultado 3: Obtención de capital externo para inversiones y para acopio en el marco del plan de negocios </p>
<p>-Actualización del plan de negocios para ubicación y traslado definitivo de planta de Coopecan</p>
<p>Resultado 4: Mejoramiento de la productividad a nivel del productor en términos de calidad y cantidad de la materia prima </p>
<p>-Capacitación a socios en temas de costos y manejo empresarial de su hato nuevas tecnologias y mejorar niveles de producción </p>
<p>Resultado 5: Incremento del volumen de ventas y diversificación de clientes </p>
<p>-Módulo de Sistema Informático relacionado a la hilandería</p>
<p>Resultado 6: Mejorar la eficiencia de los procesos de la empresa: reducción de costos </p>
<p>-Plan de capacitación y entrenamiento gestión empresarial para el personal administrativo supervisores de planta profesionales del proyecto POF y directivos</p>
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Farmers-Focused Transformation Burkina Faso In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”.
In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector.
As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity.
Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate.
At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer
Organisations via quantifiable KPIs that require systematic tracking and reporting.
The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are:
• Goal 1: Support one million farmers through 320 farmers’ organisations.
• Goal 2: 50 million euro mobilised because of lobby and advocacy proposals.
• Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions.
• Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets
and Agri services.
• Goal 5: 10,000 direct jobs supported.
• Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female
leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and Cooperatives,
Member Farmers
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increase of membership and volumes for collective marketing <p>Phung Nam Early Lychee Cooperative is a very young cooperative and established in May 2015. The cooperative has been able to rapidly increase its membership to 62 members and has raised an amount of 350 mln VND of share capital. The organisation operates in one commune and has deliberately opted for a legal status of a cooperative because this makes it possible to sell the fruits collectively.</p>
<p>The organisation follows the legal requirements for cooperatives. The board is composed of active farmers with trading experience. They are closely connected to the membership of lychee growers. The board is young has capacity but needs more business and governance skills. There is good potential for increase of membership and volumes for collective marketing.</p> <p>Increase awareness on cooperative model and increase amount of members</p> <p>Proposal 2016: <br>1. Participate in developing value chain analysis. <br>2. Capacity building of management in marketing and cooperative principles.<br>3. Awareness raising about cooperatives.<br>4. Visit a successfully cooperative to learn about potential.<br>5. Expand membership base to 90 members <br>6. Develop job desciption and rewarding scheme</p>
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Optimizing the wheat flour mill investment and professionalizing the HR of the union farmers’ cooperative union has been showing a rapid growth and development in the past years in its capital membership output marketing volume and fixed asset investment. Between 2014 and 2016 the union capital has increased from 42 million Birr to 55 million birr membership has increased from 50 214 to 54 313 small holder farmers. The union is located in a vast arable area and has enormous potential for wheat maize malt barley haricot bean Teff and Potato. The union mainly purchases wheat maize malt barley and haricot beans. In 2015 the union has purchased 30 000 quintal maize 20 000 haricot beans 20 000 malt barley and 4700 wheat. Since wheat is this their primary crop the union wanted to add extra value to wheat marketing: the outcome of the conducted feasibility study for a wheat flour mill factory showed to be profitable. The study stipulated that there is a high demand for wheat flour in the market although multiple initiatives in the milling market are already undertaken or underway.
The Union’s total investment in 2015-2016 include 28M Birr and comprises a 80 000 quintels warehouse (8.2M) a flour milling machine (12M) and accessory building (3.5M) a 550 kW transformer (1.5M) and a seed cleaning machine and accessory building (2.6). The milling factory will be operational end of February 2017 the other investments serve the 2017-’18 operation. Despite a difficult year 2016 due to the unrest (82 PC’s property and capacity destroyed!) the union managed to invest in valuable assets and in optimizing their seed multiplications business. Since 3 years this business is ongoing due to solving the legal issue (finally they received the necessary license) they started upscaling (around 4 000 quintels seed in 2 varieties collected) and very well executing this business. I.e. the union provides an interest free loan for the seed producing farmers for seed fertilizer chemicals after harvesting (combine of union is mandatory) the turnover of the collected seed will be deducted with the outstanding loan and cost of harvest. Might this not be sufficient than the farmer has to pay back in cash (so far 2 out of 108).
For 2017 the union will focus on optimizing their ongoing and new business by focusing on HR (training new staff) added value (branding communication and advertising operationalizing investments) knowledge (exchange visits market information) and strengthening their PC’s. More specifically this action plan will focus on:
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Increase production efficiency of tea factory and strengthen marketing strategy Prithvinagar Small Farmer Agriculture Cooperative (PSFAC) is located approximately 10 km South of Bhadrapur close to the border with India. It focuses on the processing and marketing of tea produced by the members. Besides tea processing and marketing the cooperative is also involved in the business of savings and credit services to its members.The cooperative was established in 1995 in response to promote the production of tea by smallholder farmers as the land in the area is very suitable for tea production. The cooperative started with only 25 members and 1250 NPR shared capital. Now the cooperative has 2146 members and shared capital of 18.9 million NPR. Until 1999 the cooperative only collected tea leaves from its members and sold it unprocessed to a private tea factory. However the prices offered by this factory where relatively low and there was no timely payment. Therefore the cooperative created in 2009 the ambition to invest in its own processing factory. The large tea factory was built with government funding support. Total investment was 80 million NPR of which 30 million government grant 20 million loan SKBB (5% interest) and 30 million share capital of the members. Tea processing is new for PSFAC. So far the business has not created significant profit (0 in the 2016-17 fiscal year). PSFAC believes it can increase profit if it can optimize the efficiency of the factory and strengthen its capacity in marketing of the processed tea. By the end of 2018 through the collaboration with Agriterra the cooperative strives to have its profitability of the tea factory increased with 5%. Provide better returns to tea member farmers by increasing efficiency of tea factory and improving marketing channels. The partnership will work on constraints that were limiting Prithivinagar to scale up the processing activities and provide maximum returns to their members. On this basis one of the main activities will be to develop a production plan and integrate it with the marketing plan. The activities will also include strengthening their supply and establishing linkages with different marketing channels to ensure maximum sales. To realize the improve marketing Prithvinagar will recruit a marketing manager who develops a marketing plan for the cooperative. Similarly a student intern will do market research in close coordination with marketing manager to develop an effective marketing plan. For improvement in production activities a consultant from Indian tea board will assist the cooperative in making an effective production plan.
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Sugarcane Farmers Cooperatives Background proposed actions and choices made based on scoping exercise and talks with VCI-team: The support to Sugar Canes Cooperatives plus Water Management Organizations operating in areas which follow: Mwogo Mageragere and Ntarama. For SUFACOMWO (66 members) and SUFACO NTARAMA (472 members with 8 500 tons per each year), the business scenario is that Kabuye Sugar Works Factory collects the produce directly from farmers and pays them directly through their bank accounts. Currently cooperative receives 500 Rwf from the factory for each ton supplied by its members at the end of the year through cooperative’s bank account. The factory is also involved in providing inputs to the farmers. For SUFACOMA (219 members with 9 581 tons collected each year) the system of payment is the same like the previous ones a difference is that the cooperative owns a truck for transport and the members are supplying their produce on time. For these three cooperatives support is needed on the short run to in improve governance record keeping and establish financial statements. The remaining 6 SUFACOs need some more time to mature but they can receive the trainings second half of 2018. For WAMOS a training in Financial management is recommended.
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Internationalization of the Agripool The project establishes new recruitment centres in different countries. The project liaises with leads interested in our services like FAO. Framework Organised relations of farmers play an important role in the structural transformation of rural areas in developing countries. The success depends upon the professionality of these organisations. We would like to contribute and offer those organisations that hold the capacity and willingness to change that are necessary to achieve this. Organisations that once have benefited from the Agripool experience themselves could become expert providers as part of an perpetual wheel of development in which the pay it forward principle is working. Agripool principles International peer to peer knowledge amp, experience sharing Individual experts should represent a bigger agri-related organisation Pay it forward principle (after successful trajectory a client becomes a supplier) Exclusive community Client interest comes first An Agripooler is not a consultant Fees are a flat rate are paid to an organisation not the individual and they are non-commercial General objective Provide a tailored advice to agro-related organisations. Specific objectives Build a sustainable and high quality worldwide Agripool network to interconnect the network Strategic lines Identify potential partners who can help us identify potential agripoolers Identify potential partners who can become potential paying customers Develop tools/guides/instruments/trainings etc. to improve Agripool knowledge transfer Coordination and interconnect HQ agripool recruiting Identify resources (HR financial etc.)
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Renforcer les principes coopératifs au sein de la coopérative La SOPACDI a commencé à améliorer sa transparence interne et en 2018 elle voudrait continuer cet développement. Pour bien respecter les principes coopératives les positions du PCA et gérant doivent devenir séparées et la coopérative veut aussi analyser les avantages et désavantages de devenir une union des quatre coopératives. Les membres doivent mieux comprendre la situation financière de la SOPACDI approuver/rejeter des choix stratégique en l'AG en toutes connaissances et connaître mieux leur rôle et responsabilité en tant que membre. Pour tourner la tendance de la baisse des ventes la SOPACDI peut renforcer les efforts du marketing. Audit 2017 avec les frais d'Agriterra specificiéRefleter correctement la situation financière de la SOPACDIDiscussion des recommandations de l'audit au niveau de 21 secteursLes membres comprennent mieux la situation financiere de la SOPACDI peuvent approuver/rejeter des choix strategique en l'AG en toutes connaissances et connaissent mieux leur rôle et reponsabilité en tant que membreSession d'approfondissement de l'interprétation des états financiers: discussion avec les membres de SOPACDI dans une session après l'AG avec Christophe Nzalamingi (rétabli du plan d'action 2017)Les membres comprennent mieux la situation financiere de la SOPACDI peuvent approuver/rejeter des choix strategique en l'AG en toutes connaissances et connaissent mieux leur rôle et reponsabilité en tant que membreDéploiement de ce qui a été appris dans l'atelier du compostage au niveau des secteurs Ateliers du compostage au niveau des secteursChangement de logiciel comptableChanger Quickbooks à SAGE ou un autre logicielDiscussion du plan de séparation des responsabilités du Président du CA et Gérant au niveau du CAMr Munganga Joachim joue un seul rôle entre les deux à la foisDiscussion du plan de devenir une Union des quatre coopératives au niveau du CALes dirigeants sont bien informées sur l'idee de devenir une union
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Improved capital position for Asnikom will lead to better sales Asnikom is a coffee cooperative based in Flores. Although established already in 2010 they are only recently active in marketing of coffee. With limited working capital and few clients the cooperative has to develop themselves into a professional cooperative. To become an exporting cooperative several activities have to take place the coming years. Focus coming months will be on getting a bookkeeping in place to improve the traceability of money with a reliable procedures and system in place members will be more willing to invest in the cooperative (internal capitalisation) and will make it easier to attract external capital. For this the bylaws have to be adapted before the RAT in March. Knowledge of financial management and governance should be improved to professionalise and increase the knowledge of board and management. This will be done through trainings. Till now no financial audit has taken place and the audit for FY 2016 will help the coop also to get better inside in their financial management procedures. Good bookkeeping system in place Improved bylaws to make internal capitalisation possible New sales channels for the coffee KSU Asnikom is a cooperative established by groups of coffee farmers with being facilitated by activist of Pusat Pengembangan Sosial Ekonomi (PSE) Keuskupan Ruteng (the Center of Economical Social Development (CESD) of the Catholic church under Diocese of Ruteng –Flores) together with Veco Indonesia to develop the coffee sector in Manggarai district and have a collective marketing. Having received the prize for the most delicious Robusta and Arabica coffee in Indonesia Cupping Contest 2015 there should be a market for their coffee. With both organic and fairtrade certification the organization should be able to earn more also through fairtrade premium. As the cooperative is still young the internal organization is not well developed yet. Especially in the field of financial management many things are to be done. A good bookkeeping will make it also possible to start with internal capitalization and overcome the problem of limited working capital.
Agriterra will start supporting KSU Asnikom in 2017 with:
• Implement accounting application
• Audit financial report year 2016
• Advice on drafting by-laws (incl. internal capitalization)
• Financial management training: to update knowledge about financial management.
• Governance Training to improve their governance
• Cupping training
• Coaching by Agriterra staff on financial management marketing etc.
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Improved financial services to farmers (2) <p>2015 will be third year of partnership between Wakulima SACCO and Agriterra. In 2016 more focus will be on improving the core business of Wakulima SACCO. In last quarter of 2015 a workshop on Capitalisation issues & benchmarking KPI's was conducted. Further monitoring will be based on the newly developed dashboard.</p> <p>Improve financial services to dairy farmers among others mobile banking.</p> <p>Activities planned in action plan 2016:</p>
<p>-Analyse and reschedule the current loan products<br>-Member education days per region<br>- Training of staff on customer care credit management.<br>-Implement Performance management for staff: set targets for staff and regularly monitoring<br>Review and SP (Agriterra to be involved)<br>-Implementing the dashboard key performance indicators<br>-Monthly cash flow projections and compare with actuals<br>-FM training to staff<br>-Conduct member meetings together with the dairy cooperative and create awareness on the dairy products<br>-Develop Promotional plan for mobile banking <br>- Mission on marketing: member needs and loan products<br>- Benchmarking event for mobile banking marketing activities<br>- Training of the BOD on Governance</p>
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Cooperative Development in Irish Potato (CODEPO) After Agriterra revised its intervention strategy by putting more focus on improving farmersrsquo; cooperativesrsquo; ldquo;economic capacitiesrdquo; the CODEPO approach was designed in 2016 implemented in 2017 2018 and 2019 and this approach will be continued in 2020. Irish potato is among the most profitable crops in Rwanda and many cooperatives are involved in the Irish potato value chains especially in seeds and the production of consumption potatoes. However these cooperatives are often particularly small in terms of members in comparison with other value chains. In collaboration with IMBARAGA Agriterra expects to be able to support ten to fifteen potato cooperatives in an efficient manner in order to assist them to become flourishing commercial cooperatives with extended membership bases. The general objective for the CODEPO project is the strengthening of the farmer-led businesses selected in the project in their efforts to realise their Big Hairy Audacious Goals related to their functioning as cooperatives operating in the economic interest of their members. Specifically in 2020 objectives are improved members agricultural practices Learning from more advanced potato growers Regular record keeping and financial reporting Practical knowledge to members on different levels of potato growing Know the amount of available plant nutrients in the soil + Appropriate use of fertilizes Practical knowledge to members on compost making In 2020 the project activities include among others: onsite trainings on good agricultural practices Exchange visits on seed multiplication Onsite training on use of books of accounts and financial reporting Establishing demo plots Soil analysis Compost making etc.Onsite training on good agricultural practices Exchange visits on seed multiplication Onsite training on use of books of accounts and financial reporting Establishing demo plots Soil analysis Compost making etc. The services include agricultural advisory services Business advisory services Financial management related advice while trainings include 3 My.Coop trainings 2 Youth workshops and one Female leadership training.
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Reinforcing the financial management and strengthening the cooperative organisation of Dukundamatungo <p>Dukundamatungo is a small dairy cooperative whose main activity is milk collection and sale. The cooperative was officially registered in 2009 after being started in 1997 as an association. Dukundamatungo presently has a membership base of 145 individual members 2 delivering cooperatives and 1 association in the western part of Rwamagana. Besides these members quite some other farmers deliver milk to Dukundamatungo. In 2015 Dukundamatungo collected 1 007 677 litres of milk and has ambitions to further grow in milk collection. Typically not all milk is delivered and the quality does not always reach the minimum standards to be accepted.</p>
<p>Agriterra has observed proper financial management practices and good bookkeeping at Dukundamatungo and the partners have agreed to start the activities of 2017 with an external audit for 2016. Furthermore to visualize and calculate the strategic ideas in a strategic plan and to concretely sketch the business idea of producing and selling fermented milk in a business plan. The organisation is in need of a broader membership base and will hence do activities to mobilize new members.</p> <p>Reinforcing the financial management strengthening the cooperative organisation of Dukundamatungo and development of a value addition strategy.</p> <p><strong>Plan for 2018:</strong></p>
<table> <tbody><tr> <td>Market research
</td></tr> <tr> <td>Develop a business plan
</td></tr> <tr> <td>Invest in accounting software
</td></tr> <tr> <td>Updating the internal rules
</td></tr> <tr> <td>Get external financial audit for 2016 and 2017 and present it at AGM
</td></tr> <tr> <td>Frequent support of local accountant (2 days/month) in verifying accounting books + preparing monthly reports (and financial statements)
</td></tr> <tr> <td>Increase membership base through information event
</td></tr> <tr> <td>Hire new extension officer
</td></tr> <tr> <td>Exchange visit to IAKIB
</td></tr> <tr> <td>Exchange visit to Nyanza
</td></tr> <tr> <td>Training the accountant on new accounting software
</td></tr></tbody></table>
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Increasing the commercial production of fish in a sustainable and environmental friendly manner Rupa Lake Restoration and Fishery cooperative (RLRFC) was established on 14th March 2002 with 36 members with the objective of rehabilitating the Rupa Lake to its prior state generation of income for its members through sustainable fishing and conservation of local diversity. Currently the cooperative has 772 members and 19 staffs and is producing 51000 kgs of fish yearly. The cooperative has its own nursery and hatchery where they hatch 3 species by themselves and bring in 6 other species from their 40 members who have their own cage culture fishery research center and Chitwan. In addition to this the cooperative has started saving and credit service since last 3 years. The cooperative has a strong brand name in the market but is unable to capitalize on it because their supply is not meeting the demand. The cooperative attributes this low production to the weak fingerlings and the practice of not feeding the fish. Their fingerlings have 75% mortality rate that usually occurs during transportation to the lake from various sources shifting the fingerlings from hatchery to nursery and consumption of the fingerlings by indigenous fish. The cooperative also avoids feeding the fish in the lake because they are afraid it might have negative impact on the bio-diversity although no studies have been performed and they aren't restricted by government to practice feeding. The cooperative currently lacks direction in absence of a strategic/business plan. After the assessment the BHAG developed is increasing the production by 100% i.e. from 50000 to 100000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake. The biggest challenge that the cooperative is facing is on strategic direction and increasing the production therefore RLRFC and Agriterra will mainly focus in this action plan on developing a business strategy and increasing production to meet market demand. The BHAG developed with RLRFC is increasing the production by 100% from 50.000 to 100.000 kgs in 2 years’ time while protecting the bio-diversity of Rupa Lake. For the year 2018 the project plan is to work with RLRFC on:
Developing a 3 year strategic plan Student research on feeding practice its effect on productivity and bio-diversity and study on current amount of fish in the lake as well as future potential to increase the amount in a sustainable wayAgripool assignment focussing on ways to reduce the mortality rate of fingerlings and increase productionParticipation in Agriterra Internal Capitalization workshopImplementation of action plans as a result of different actions and At the end of 2018 analyze the audited financial report of the cooperative to identify changes in the performance as a result of coordination with Agriterra
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Dairy Development Program FrieslandCampina - Deployment of active dairy farming experts <p>The world’s largest dairy cooperative FrieslandCampina wants to share its more than 130 years of knowledge and experience to increase the profitability of farms in its working area and to create shared value for the farmers and the company. The Dairy Development Program is part of the CSR house and has been implemented for external and internal reasons. External reasons are: pressure from governments to increase local supply changing consumer preferences increased competition and the route 2020 CSR policy which calls for greater local involvement. Internal reasons are: compliance with FrieslandCampina quality standards which calls for significant quality improvement. </p>
<p>One element of the Dairy Development Program is the Farmer2Farmer project. In 2013 and 2014 in total 15 Dutch dairy farmers have been selected for the project to train and advise dairy farmers in Asia (Vietnam Indonesia Malaysia and Thailand) on aspects of dairy farming such as feeding and watering calf-rearing milking hygiene and practice milking machine maintenance hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries. This project is one element of the Agriterra - Royal FrieslandCampina partnership.</p> <p>The Farmer2Farmer program aims to train and advise dairy farmers in Asia (Vietnam Indonesia Malaysia and Thailand) and East Africa on aspects of dairy farming such as feeding and watering calf-rearing milking hygiene and practice milking machine maintenance hoof care and housing & barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries.</p> <p>Following the same Farmer2Farmer concept in 2016 3 advisory missions will be realized: 1 mission to Malaysia 1 mission to Thailand and 1 to Indonesia. Key Performance Indicators for 2016 will be 1) number of farmers trained 2) Milk productivity per cow and 3) Average score on GDFP. To measure productivity and GDFP a sample of 50 farms per country will be used to give an indication. All mission related expenses will be covered by FrieslandCampina.</p>
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Institutional capacity development for taking cooperative to next level of value addition Shree Milijuli Agricultural Producer Cooperative Limited (SMAPCL) is a primary cooperative established on January 5 2009 located in Aabukhaireni-1 Baradi Tanahu Nepal. The cooperative has 600 members and 5 staff till mid of April 2019. SMAPCL is involved in 4 business activity; 1. Collection centre 2. SACCO 3. Trichoderma production and 4. Farmer’s service centre providing inputs and Veterinary services. The cooperative doesn’t buy the vegetables from the members but instead offer a central collection centre where the farmers can bring in their produce and negotiate with the traders themselves for the price. In the future the cooperative wants to be able to buy the vegetables from its members build a stall where they can bring traders to sell it and buy a vehicle so that they can bring the vegetables from farmer’s fields to a central location and also deliver vegetables to wholesalers and retailers. They are going to build a cold store and want to build a grading and packaging facility where they can add value to the farmer’s products and sell it.
For the first year of collaboration i.e. 2019 Agriterra in coordination with SMACPL will work towards:
Improving the basic financial management of the cooperative andImproving the governance structure
For the second year few things already planned are:
Planning for internal capitalization andPilot collection and marketing of the vegetables from small percentage of the farmer members.
For the following years activities will be determined based on the results of first two years of collaboration. The goal for the first year is to understand the supply and demand conditions from the cooperative's members and wholesale/retail market respectively while developing the institutional capacity of SMAPCL through trainings. For the collaboration in 2020 Agriterra and SMAPCL wants to focus on developing a business plan for their proposed sales outlet and facilitate learning from other cooperatives who are active on the vegetable business value chain. Project ActivitiesP.1BusinessMapping of 100 commercial vegetable farmers and market mapping by Nepali studentUnderstand the supply side of vegetables from commercial farmer membersP.2BusinessOne day presentation of the results from P.1Understand the current scenario of vegetable supply and demandP.3Organisational DevelopmentMid-project ReviewUpdated on the progress and challenges faced by the cooperativeP.4BusinessExchange visit to Aadhunik Agricultural Cooperative Limited KathmanduLearn the business model of AACLP.5Financial managementSubmit Financial Audit Report of Nepalese Fiscal Year and discuss it with AgriterraIdentified the improvements and challenges in the business compared to the previous year
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Tanzania 2018 - Scoping Company Assessment Missions 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 fulfill 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.
The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of TANZANIA. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of TANZANIA. This in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render.
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Towards fruit value addition and enhancing the marketing performance of the PCs BHAG: To establish the first farmer owned multi fruit juice factory in Ethiopia Gamo Gofa Farmers Vegetable amp; Fruit Marketing Cooperative Union PLC (GGCU). The union is in the city center of Arba Minch town Gamu Gofa Zone SNNP-Region. Currently the members of primary cooperatives affiliated to the union are 29 of which 4471 are males and 736 are females and the capital increased to 20 million Ethiopian Birr. Currently the union has involved in vegetables and fruits marketing and input distribution starting from its establishment. Within the period the union has also provided improved fruits seed to its member primary cooperatives in cooperation with regional government. Moreover due to expansion of agricultural extension service the awareness of farmers has increased in utilizing improved seed and fertilizer and other inputs. The 2020-year action plan will focus mainly on mobilizing internal capitalization and realizing the plan investment activity specifically:Mobilizing 20-million-birr equity capitalRaising the awareness of the union board and management about farmers lobby and advocacy and resolving the union VAT issueCrating better enabling marketing environment between the PCs and the union The union has been Agriterra client since January 2017. The union has been engaged in the marketing activities of banana apple and manage fruits. Although the union have an enormous production potential the union only collect and sells 5-7% of its members produces. Agriterra has been working with this union since 2017. With past 3-year cation plans Agriterra has assist a lot the union to improve its internal operation and administration practices to put in place good governance and financial administration system and to improve the relationship between the union and PCs. In addition Agriterra has assist the union to improve its market outlets and thereby to improve the union marketing performance by opening market outlet in different cities and place and by directly linking the union with consumer cooperative who are working in Addis Ababa. Furthermore in 2019-year consultant has been hired and visibility study has been conducted on fruit value addition. The envisioned project will ultimately produce a variety of fruit juice using local fruits like Mango Banana and Apple. Gamo Gofa farmers fruits Processing Plant will begin producing Multifruit juice (Mango Banana and apple) It will pack its products in Drums and 500ml.
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Generating Rural Opportunities by Working with Cooperatives . BACKGROUND This activity seeks to expand rural livelihood opportunities and boost rural householdsrsquo; incomes and overall socio-economic well-being by facilitating the evolution of large successful local cooperatives and federations and other aggregations of cooperatives into Local Resource Organizations (LROs) that will provide in-depth mentoring and capacity development support as well as support participation in value chains to sub-performing (small micro and medium) agri-based cooperatives. This activity is an integral part of USAID/Philippines Local Works programming titled LiLok[1] which aims to advance locally-owned approaches to address development challenges in the Philippines and contributes to the current USAID/Philippines Country Development and Cooperation Strategy (CDCS) goal of a ldquo;more stable prosperous and well-governed Philippinesrdquo;. The activities focus on cooperatives and rural agri-based sector is aligned directly with the CDCS Development Objective 1: Broad-Based and Inclusive Growth Accelerated and Sustained. The activity is part of the USAID/Philippines activity ldquo;Economic Growth Democracy and Governance with Equityrdquo; (EGDGE) Activity and specifically supports the EGDGE Programrsquo;s goal of ldquo;economic development is made more inclusiverdquo; and the sub-objective of ldquo;environment for trade and investment is made more open and competitive.rdquo; By focusing on agri-based cooperatives and aiming to undertake work on value chains the activity works on the nexus of USAIDrsquo;s emphasis on enterprise-driven development [2] together with the Agencyrsquo;s locally-led development mandate under Local Works and the Journey to Self- Reliance. The activity will also support the Philippine Governments 2017-2022 Philippine Development Plan (PDP) specifically Chapters 8 (Expanding Economic Opportunities in Agriculture Forestry and Fisheries) and 9 (Expanding Economic Opportunities in Industry and Services through Trabaho (work) at Negosyo (business)). The PDP includes objectives of increasing ldquo;access to economic opportunities for micro small and medium enterprises (MSMEs) cooperatives and overseas Filipinos (OFs)... to reduce inequality and poverty rdquo; as well as improved access to finance for MSMEs and cooperatives. Local Works In 2015 the United States Congress enacted a new Small Grants Program which has been designated as Local Works to provide small grants cooperative agreements and other assistance mechanisms and agreements to further promote and support local initiative resources and action in countries where USAID operates. Local Works seeks to invest in the creativity and resourcefulness of local communities enabling them to drive their own development. In February 2017 the Philippines was selected as one of the countries where Local Works will be implemented. Local Works bases its approach on the understanding that there are local assets commitment and capacity for development everywhere USAID works. As part of its mandate to promote locally-led development Missions that are implementing Local Works will seek to engage with local resource organizations (LROs) which provide resources and services to other organizations.[3] LROs are ldquo;trusted by other local organizations and are seen as ldquo;hubsrdquo; for ideas and resources. They are the connectors and influencersmdash;the organizations that others go to for help advice or expertise. They are capable of supporting other local organizations to better serve communities.rdquo;[4] This wholesale approach enables USAID to efficiently manage Local Works programming which at the same time supports local institutions that other smaller and less able organizations and communities can rely on after Local Works implementation has concluded. The Role of Cooperatives in Addressing Livelihood and Socio-Economic Challenges in the Rural AreasThe Mission started its Local Works operations by embarking on open listening exercises[5] from January to March 2018 in cities and municipalities in 10 out of 16 regions in the Philippines to identify community challenges as well as local assets that are being leveraged to resolve issues. During the listening visits livelihood challenges came out as the top issue. Mission staff who embarked on the tours noted the critical role of local cooperatives especially those with a focus on agriculture or agribusiness in addressing some of the livelihood challenges faced by residents as narrated by individuals and group representatives. In many areas cooperatives - whether small or large - provided critical support services including technical assistance access to credit (e.g. for farmers to be able to buy farm inputs to properly plant crops and micro entrepreneurs to buy inputs to be used in production or for direct re-sale) provision of quality inputs equipment rental or use (e.g. tractors for the farm and machines to process harvests or other products) market information and market linkages (e.g. farmers selling through the cooperatives with the organization acting as an aggregator and negotiating with commercial buyers) and higher producer prices. By definition cooperatives are formed for individuals to help each other ldquo;achieve their social economic and cultural needs.rdquo;[6]Beyond benefiting its members cooperatives also benefit their host communities. By law at least three percent of a cooperativersquo;s net surplus funds should be allocated to a community development fund which will be used for ldquo;activitys or activities that will benefit the community where the cooperative operates.rdquo;[7] Examples are feeding programs rehabilitation of ecological systems medical services small-scale community infrastructure and other basic services for the poor and other vulnerable groups. A Vibrant Cooperative Sector in the Philippines The cooperative movement has been in place in the Philippines for over 100 years beginning with the formation of the first cooperative - the Agricultural Credit Cooperative Association of Cabanatuan Nueva Ecija - in October 1916 in line with the Rural Credit Law which aimed to protect and develop the agricultural interest of the country through rural financing. As early as 1926 there were already 544 rural credit cooperatives in 42 provinces.[8] The important role of cooperatives is explicitly stated in the current (1987) Philippine Constitution which envisions cooperatives as lsquo;instruments for social justice and economic development.rsquo; Article XII Section 15 states ldquo;The Congress shall create an agency to promote the viability and growth of cooperatives as instruments for social justice and economic development.rdquo; The Cooperative Code was enacted in March 1990 by virtue of Republic Act No. 6938 with an updated Code passed in July 2008 (The Philippines Cooperative Code of 2008) through Republic Act No. 9520. There are many examples of how cooperatives have benefited its members affiliated groups and host communities. Impact includes employment generation as well as medical and access to feeding services. There are also plenty of success stories of cooperatives who are not only able to sustain their operations but have managed to significantly increase their asset base capitalization and membership. At the end of 2017 the Cooperative Development Agency (CDA) the regulatory agency that oversees cooperatives in country reported a total of 27 626 registered cooperatives composed of an estimated 14 million members.[9] This figure represents 13 percent of the total Philippine population [10] and over 20 percent of adult Filipinos[11] In terms of employment generation about 380 000 individuals are employed by cooperatives.[12] Given the large proportion of the population involved in cooperatives and their important role in development federations and unions of cooperatives have succeeded in getting representation in the Philippine Congress through the party-list system.[13] Most cooperatives are classified as micro and small with only a small proportion having larger asset bases.[14] In 2017 80 percent of cooperatives were classified as either micro (54%) or small (26%) with only 15 percent and 5 percent considered medium and large respectively. As of 2014 the Philippines has 211 secondary and six tertiary federations. The CDA classifies cooperatives into 26 types[15] Out of the total number more than half are multi-purpose cooperatives. Beyond MPCs credit service consumer and producer cooperatives form the bulk of cooperatives in the country.[16] Challenges Faced by Cooperatives While many cooperatives have flourished many face challenges in their operations which can be seen in the amount and percentage of Philippine cooperatives undergoing dissolution liquidation cancellation and delisting (DLCD) procedures. This means that almost three out of ten cooperatives had trouble complying with rules on cooperative operations or are had problems in their operations. Additionally when comparing the number of newly-registered cooperatives with the number of delisted cooperatives data show that for every ten new registrations roughly five cooperatives get delisted. In the Philippines cooperatives face difficulties in the areas of: governance internal capitalization misaligned needs of host communities weak business plans and inadequate operational policies (as internal auditing); limited staff and financial capacity to deliver offered services. In general cooperatives are often created by and too dependent on incentives for creating cooperatives as vehicles to solicit funds rather than an organic process.[17] Lagging Development in Rural Areas Poverty Highest among Agricultural Workers While the Philippinesrsquo; economic performance has been impressive growth has not been significantly inclusive. Six years of consistent GDP growth has had a positive impact on poverty with rates falling from 25.2 percent in 2012 to 21.6 percent in 2015 [18] but this reduction has been slow especially when compared to the performance of the Philippinesrsquo; ASEAN neighbors. High levels of inequality have persisted. The Gini coefficient the official measure of income inequality has declined only minimally (e.g. from 0.465 in 2012 to 0.44 in 2015[19]) and has consistently been the highest in the Region. Over 20 million Filipinos fall below the poverty line particularly in the rural sector where the poverty incidence of 30 percent is above the national average (close to 40 percent of farmers and fisherfolk are considered poor[20]).[1] ldquo;LiLokrdquo; is the abbreviation of ldquo;Likhang Lokal rdquo; a Filipino phrase roughly translated as locally-made or made locally. The chosen abbreviation ldquo;LiLokrdquo; means a sculpture or carving (noun) or to carve or sculpt (verb).[2] In December 2018 USAID launched the Private Sector Engagement Policy an ldquo;an Agency-wide call to action and a mandate to work hand-in-hand with the private sector to design and deliver our development and humanitarian programs across all sectors and to harness our resources to open markets and other opportunities for U.S. businesses.rdquo; The policy defines the ldquo;private sectorrdquo; as: ldquo;for-profit commercial entities and their affiliated foundations; financial institutions investors and intermediaries; business associations and cooperatives; micro small medium and large enterprises that operate in the formal and informal sectors; American local regional and multinational scale businesses; and for-profit approaches that generate sustainable income (e.g. a venture fund run by a non-governmental organization (NGO) or a social enterprise).rdquo; https://www.usaid.gov/work-usaid/private- sector-engagement[3] Local Works draft application guide for USAID Missions. September 2017.[4] USAID Local Works orientation deck for the Philippine Mission. April 2017.[5] Open listening is a type of listening that engages with individuals or groups with a more open or broad agenda incontrast with typical development partner consultations where conversations revolve around a specific agenda. The Mission had conversations around issues and challenges as well as local assets and resources that are working to resolve them as well as recommendations.[6] The Philippines Cooperative Code of 2008 (Republic Act No. 9520) defines a cooperative as an ldquo;autonomous and duly registered association of persons with a common bond of interest who have voluntarily joined together toachieve their social economic and cultural needs and aspirations by making equitable contributions to the capital required patronizing their products and services and accepting a fair share of risks and benefits of the undertaking in accordance with the universally accepted cooperative principles.rdquo;[7] Republic Act No. 9520 Chapter X: Allocation and Distribution of Net Surplus.[8] Cooperative Development Authority webpage. http://www.cda.gov.ph/transparency/overview/historical- background[9] Cooperative Development Authority. 2017 Annual Report.[10] The current size of the Philippine population is estimated at 104.9 million individuals.[11] Around 62% of Filipinos are aged 18 years and over as recorded during the 2015 Census of Population and Housing administered by the Philippine Statistics Authority.[12] Cooperative Development Authority. 2017 Annual Report.[13] As enshrined in the 1987 Constitution Republic Act No. 7941 (Party-List System Act) of 1995 introduced the party-list system where marginalized and underrepresented sectors such as labor peasant fisherfolk urban poor indigenous cultural communities elderly handicapped women youth veterans overseas workers and professionals are given the opportunity to participate in law-making by running as organized parties. Every 2% of votes in general elections gives the winning party one seat for a maximum number of three seats even if they get more than 6% of total votes.[14] The size classification of cooperatives are as follows: micro - cooperatives with assets up to $3 million; small - cooperatives with assets in between Php 3 million and 15 million; medium - cooperatives with assets in between Php15 million and Php 100 million; large - cooperatives with at least 100 million in assets.[15] Cooperatives fall under the following classifications: advocacy agrarian reform consumers cooperative banks credit dairy education electric federation financial services fishermen health services housing insurance labor service marketing multi-purpose producers service transport union water service workers.[16] Cooperative Development Authority. 2016 Annual Report.[17] Lab-oyan Lotes P. ldquo;Issues and Challenges Confronting Cooperatives rdquo; April 2 2018. Herald Express Baguio City Benguet.[18] Philippine Statistics Authority. (2016 October 27). Poverty incidence among Filipinos registered at 21.6% in 2015 [Press release] Retrieved from https://psa.gov.ph/poverty-pressreleases/pr/2015%20Full%20Year%20Poverty%20Statistics[19] Philippine Statistics Authority (2017). 2015 Family Income and Expenditure Survey.[20] Philippine Statistics Authority (2017). 2015 Poverty Statistics for Basic Sectors. GROW-Coop seeks to improve the socio-economic conditions of female and male members of cooperatives and their communities and expand rural livelihood opportunities..Towards this end GROW-Coop will pursue interventions that (1) improve organizational performance of cooperatives and (2) expand business opportunities of cooperatives.To improve organizational performance of cooperatives this activityActivity will (1.1) improve successful cooperativesrsquo; capacity as Local Resource Organizationsrsquo; (LROs) to deliver services for organizational strengthening and (1.2) improve the developmental and regulatory policies for cooperative performance. To expand the business opportunities of cooperatives this activity will (2.1) improve successful cooperativesrsquo;capacity as Local Resource Organizationsrsquo; (LROs) to deliver services for business development and (2.2) improve the business environment for THEORY OF CHANGE Economic growth in agriculture is the most important driver of poverty reduction as poor people are concentrated in this sector. Productivity and efficiency increases are key drivers of economic growth. At the same time governments have an important role to create an enabling environment that allows the private sector to thrive and remove legal or other obstacles that might hinder the development of the companies. But foremost private sector development needs to be based on bottom-up approaches to legitimize the change and make it more effective as the people feel involved in the new direction of a region or country. Cooperatives have in that respect proven to be powerful agents of positive socio-economic change a self- development model given the nature of their membership structure. However serious challenges remain with regard to sustaining operations and proper management thereby affecting capacity to benefit members and respective communities. The positive impact of cooperatives on structural transformation in emerging economies goes beyond the quality of individual cooperatives or producer associations. The very fabric of social-economic associations ndash; their horizontal and vertical integration into federal structures and higher-level cooperatives their participation in various bodies for dialogue cooperation and joint implementation (with entities of the state or other social groups) ndash; has a beneficial effect on macro-economic growth diminishes unsustainable practices through more efficiency and upscaling and strengthens the democratic empowerment of farmers. The theory of change therefore is that if successful agri-based cooperatives federations and other relevant organizations are developed into local resource organizations (LROs) that will provide capacity building and agri-business development services to sub-performing (small micro and medium) agri-based cooperatives and if an enhanced policy and business environment is pursued then governance operations and sustainability will be improved and under-performing (small micro and medium) agri-based cooperativesrsquo; performance as players in value chains will be enhanced which in turn will contribute to improving socio-economic conditions of female and male members and their communities and expanding rural livelihood opportunities. V. APPROACH Agri-based cooperatives can play a crucial role in local economic development and in adding value for rural areas while at the same time promoting self-reliance in line with USAIDrsquo;s mandate. Nonetheless agricultural cooperatives in emerging economies need advice and support to improve their financial management governance and business to thrive in a growing competitive environment in food production. Based on past experience education levels business focus local government support infrastructure and financial positions are critical factors that may affect the development of cooperatives especially the smaller ones. In practice this means the GROW-COOP activity needs to focus on improved management skills a clear business strategy educated staff and members and practical examples and support to run their cooperative business better. And this requires a structured support approach by Local Resource Organizations (LROs) including a professional peer network and customized business management services to improve the performance of smaller cooperatives in need. Cooperatives that will be capacitated as Local Resource Organizations (LROs) will primarily be federations like the Federation of Peoplersquo;s Sustainable Development Cooperative (FPSDC) and the Philippine Family Farmers Agriculture Fishery Forestry Cooperatives (AgriCooPh) whose role and mandate is to provide services to its member cooperatives but also primary ones like the Sorosoro Ibaba Development Cooperative (SIDC) who can provide services to other cooperatives who will be linked to their value chains. Other cooperatives or federations to serve as LROs will be identified during the implementation of the activity. On the other hand cooperatives who will receive capacity building support from the LROs will be small and micro cooperatives who will be linked to their value chains as well as underperforming medium-sized cooperatives as long as they bring in small and micro cooperatives in their value chains or provide the needed logistical or consolidation support to them. The strategy to include under-performing medium-sized cooperatives recognizes the limitations of micro and small cooperatives to meet volume requirements of large value chains which may be addressed by working with the medium-sized cooperatives that have the logistical capacity to bridge the gap. In terms of the value chains that will be prioritized by the activity these will be those existing value chains of LROs and medium sized cooperatives that are already established and have high chances of success rather than start up or value chains that still need development. These value chains will initially include livestock feeds muscovado sugar coconut sugar organic rice cassava cacao dairy and colored rice. This focus is based on the current consortium membersrsquo; involvement and expertise in these value chains to make sure the LRO model will work. Large cooperatives that are the lead firms in stable value chains will integrate sub-performing (small micro and medium) agri-based cooperatives as new players along their respective value chains for mutual benefits. The LROs have the knowledge in the value chain and interest to share their knowledge with the smaller cooperatives and in the end can benefit all parties involved by developing new businesses together. This will provide the right incentives for the LROs and cooperatives to work together in this activityActivity and will ensure a sustainable approach for the long run. In the case of SIDC the primary value chains will be livestock and feeds while for FPSDC these will be the organic rice muscovado sugar and coconut sugar value chains. Both organizations have national level value chains. For AgriCooPh value chains of rice cacao and dairy will be eyed mainly. The under-performing (small micro and medium) agri-based cooperatives will receive specific technical and management advice from the lead cooperatives to bring their production and management capacities to a more efficient and effective level. The large cooperatives providing advice training and mentoring to under-performing (small micro and medium) agri-based cooperatives will serve both their business growth interests and will convert them into a more competitive chain that will provide additional jobs and generate new income for the local farming households in several regions of the country like region IV-A (CALABARZON) IV-B (MIMAROPA) V (Bicol) VI (Western Visayas) X (Northern Mindanao) XI (Southern Mindanao) and XII (SOCCSKARGEN). The large cooperatives that will serve as the LROs will also provide the same set of services to durable value chains where a mix of medium and small cooperatives are involved in the Philippines. Potential value chains where cooperatives can increase their participation include cassava and cacao. Additionally GROW-Coop will target participation of target sub-performing cooperatives in at least one international value chain. The activity will also develop access and partnership with the value chains of the private sector in agribusiness and e-commerce. These are also seen as essential elements for sustainability as private sector value chains still dominate the agribusiness and e-commerce sectors. Aside from gaining access the activity seeks to create a more fair business modality on deals and transactions along the value chains of both private sector and large cooperatives. GROW-Coop will take advantage of existing public-private platforms (e.g. Agribusiness Support for Promotion and Investment in Regional Expositions) and deepen or establish linkages with the private sector as individual firms or through established groups (e.g. Philippine Chamber of Commerce and Industry Makati Business Club American Chamber of Commerce of the Philippines Joint Foreign Chambers and the US-ASEAN Business Council). In the GROW-COOP Activity effective cooperation and coordination will be sought with national agencies private companies and local government to promote the innovative approach with the LROs and to source more support locally for the cooperatives to be strengthened. The Activity will extend under-grants to LROs to carry out the work with the objective to realize the activity objective to improve the socio-economic conditions of female and male members of cooperatives and their communities and expand rural livelihood opportunities; and develop a sustainable system towards self-reliance by the Philippine cooperative community. At the same time the activity will drive a cooperative reform agenda through consultations participatory research and proposal development for reform initiatives and build reform coalitions while considering governments ambitions. Strong technical advice and knowledge transfer will help to transfer best practices. GROW-COOP will collaborate with relevant USAID/Philippines activities currently being implemented to maximize outcomes. VI. ACTIVITY DESCRIPTION The overall goal of GROW-Coop is to expand the socio-economic conditions of female and male members of cooperatives and their communities and improve rural livelihood opportunities. It seeks to improve the organizational performance of cooperatives and expand their business opportunities. To achieve the desired outputs and outcomes GROW-Coop will undertake specific activities per objective and sub-objective (For more details see Annex A ndash; Activity Results Framework). OBJECTIVE 1: Organizational performance of cooperatives improved Sub-performing (small micro and medium) agri-based cooperatives need to improve their performance. This means stronger governance and more efficient and sustainable operations among others. This will be done through (1) improving LRO capacity to deliver services for organizational strengthening and (2) improving organizational capacity of under-performing (small micro and medium) agri-based cooperatives. SUB-OBJECTIVE 1.1: LRO capacity to deliver services for organizational strengthening improved Successful cooperatives can act as Local Resource Organizations that can help smaller cooperatives grow. But their capacity needs to be improved so that they can better deliver the needed services to strengthen under-performing (small micro and medium) agri-based cooperatives. Towards this end they will be oriented and trained on the use of Agriterra systems and tools including scoping assessment and business advising. They will also receive training of trainers in key topics such as governance financial management sustainable services and advocacy. They will also receive coaching during the initial delivery of services to the under-performing (small micro and medium) agri-based cooperatives so that they can perform their role at the highest quality possible. OUTCOME 1.1a: System of delivering services by successful cooperatives to under-performing (small micro and medium) agri-based cooperatives established This activity will establish a system of delivering services by successful cooperatives to under-performing (small micro and medium) agri-based cooperatives. The system will build on the Agriterra system of delivering advice training and exchange to agricultural cooperatives in the areas of governance finance and business development. It will consist of (1) a consolidated database of potential LROs key experts target coops systems and tools to be used (Agriterra USAID CDA etc.) (2) capacity building program for cooperatives federations and other relevant organizations to serve as LROs (including the 8-step management cycle and key cooperative trainings and services by Agriterra on governance financial management amp; value creation) (3) a pool of experts for peer-to-peer learning by LROs and long-term mentor pairing between LROs and target cooperatives and (4) dashboard and KPI analysis and monitoring (using Agriterrarsquo;s online management information system the agro-info.net or AIN). During the implementation Agriterra will coordinate the support to under-performing (small micro and medium) agri-based cooperatives by LROs. Agriterra has already established in its Dutch government program deep working relationships with the big cooperative actors in the Philippines: SIDC FPSDC and Landbank (via Landbank Countryside Development Foundation Inc. or LCDFI) and other large cooperatives and covering the majority of the Philippine regions as well as the AgriCooPh. In consultation with USAID the consortium the Cooperative Development Authority (CDA) and other relevant actors a final list of LROs and experts will be recruited for implementing the activity. In the recruitment phase the activity staff will carry out interviews to gather map and rate the LRO experts to ensure quality and rapid deployment during the activity phase. Agriterra will provide its web-based management information system agro-info.net to centralize the expertise in the LROs. This system is customized for cooperative entities and experts. It currently has a database of around 800 cooperative experts for deployment in advisory assignments for cooperatives. During the activity period the LRO experts will be trained in Agriterra tools and services suitable to enhance their capacities and they will be supported through the web-based system agro-info.net of Agriterra to make sure all activities and impact can be monitored and measured properly. Agriterra plans advises coaches and monitors cooperatives and their progress via its 8-steps result management system. This work approach is proposed to be used for measuring and carrying out activities with the selected agricultural cooperatives. Agriterra will take the lead but for every capacity building plan the consortium or other LROs will be involved in the implementation. The consortium partners and other big cooperatives will evolve into LROs with the support of Agriterra who will provide intervention systems and tools already developed (see training.agriterra.org for all trainings and tools available). Illustrative Activities:1. Setting up of database on activity partnersrsquo; profile relevant stakeholders policies and programs on cooperative development and major agri-based value chains2. Inception workshop with key activity partners and relevant stakeholders on activity direction and year 1 priorities3. Recruitment and training of experts from key activity partners that will serve as local agripoolers/consultants to the target under-performing cooperatives4. Development of Agro-Info Network dashboard specific for GROW-Coop activity monitoring and KPIs OUTCOME 1.1b: Organizational capacity of under-performing (small micro and medium) agri-based cooperatives improved This activity will improve the organizational capacity of under-performing (small micro and medium) agri-based cooperatives through the delivery of services by the LROs whose capacities have been improved. LROs will do a scoping and produce a short list of under-performing (small micro and medium) agri-based cooperatives that can be linked to their value chain or that of the private sector. Then they will select who among them will undergo the assessment based on agreed criteria. From the assessment they will draw up action plans for short- and long-term interventions with the selected cooperatives. These will consist of training activities advice and exchange that they need in order to improve their organizational capacity. In the inception available databases with government and the consortium partners will be used to list cooperatives to be assessed. Selection criteria will be decided upon in terms of number of members minimum track record in agribusiness (in turnover and value addition) capacity building needs possibility for cooperative clustering commodities and geographical priorities (based on presence of activity implementers). In general a spill-over effect of this approach will be reached in the most efficient way by focusing on similar services commodities and geographical areas as the key knowledge distributors in the program (FPSDC/SIDC/AgriCooPh and other LROs) but this also depends on the preferences from USAID and government actors. Based on this list a short scoping assessment will be carried out by the consortium partners to get to a short-list of cooperatives to be supported in the activity. Agriterra assessment tools will be used to measure the state of the cooperatives in terms of financial management governance business performance and reputation. Based on assessments per micro and small cooperative a capacity building plan will be defined to tackle the challenges in the organization. Each action plan will define activities carried out by the consortium partners. Agriterra will support the consortium partners by providing its web-based system and guidance for the use of advisory and training tools. SIDC FPSDC AgriCooPh and other LROs will commit to provide needed expertise and to provide coaching for the selected group of cooperatives. During the assessments the formal cooperative conditions and audit standards will also be reviewed to make sure the assessment will also deliver relevant information for other supporting entities. This mechanism will be incorporated in existing established programs for the same target groups to make sure interventions are not overlapping and provide synergy with these programs in the specific areas where support is provided by other programs or activitys. The consortium and LROs will also exchange their methodologies and products with federated structures and unions of cooperatives to make sure the impact of the program is optimized and leads to sustainability and impact on national scale. The LROs carrying out the assignments will be paid for the advisory services in line with the peer-to-peer approach of Agriterra in the form of sub-contract agreements based on coop-to-coop rates. Agriterra is deploying as many experts as possible in the activity from LROs to support their smaller counterparts with advice and training together with Agriterra staff in the implementation. This ensures the commitment and quality by the consortium members and really adds value for all involved. AgriCooPh and FPSDC will be involved for follow-up of the implementation by taking over the coordination role by Agriterra in due course to ensure sustainability in the long-run. The activity will also use Agriterrarsquo;s web-based system agro-info.net to measure and keep track of the progress per participating cooperative in terms of activities and impact. The application contains data about Agripool experts and brings together information on activitys advisory assignments and training events with and for farmer-led organizations and businesses. The system is accessible by all cooperatives in the Agriterra network who provide key data through online applications and surveys. The Agriterra system is customized for cooperative entities and contains currently a database of 1600 agricultural cooperatives and farmer organizations worldwide. Illustrative Activities:1. Scoping of potential coops that will supported by the LROs on capacity building2. Assessment of selected coops to identify the focus areas on capacity development3. Action planning with selected under-performing cooperatives to plot out targets and schedules of engagement SUB-OBJECTIVE 1.2: Developmental and regulatory policies for cooperative performance improved The performance of cooperatives is greatly affected by developmental and regulatory policies prevailing in the country. These policies need to be improved through a bottom-up advocacy process that brings the interest and concerns of cooperatives to decision makers. This also necessitates a review of existing laws that either enable or hinder good cooperative performance. OUTCOME 1.2a. Policy reforms to improve the enabling environment for agri cooperatives advanced This activity will advance policy reforms that can improve the enabling environment for agri-based cooperatives. Agriterrarsquo;s Farmer Advocacy Consultation Tool (FACT) will be used to deliver a bottom-up process of generating policy proposals. This approach is based on the four pillars of (1) consultation among cooperative members in order to raise their issues and concerns (2) participatory research to come up with primary and secondary data to support the proposal that will be developed (3) writing proposals in a SMART way to ensure that they cannot be ignored by decision makers and (4) lobby mapping and stakeholder analysis in order to prioritize and plan engagements with decision makers. USAIDrsquo;s CLARITY tool will also be used to do a review of relevant laws and policies to identify enabling and hindering provisions and recommend potential changes to the respective government institutions. This whole process will produce (1) policy/position papers on agri cooperative development (e.g. roadmap amendments to laws specific policy proposals from coops) (2) advocacy plan and (3) advocacy activities. In 2018 Agriterra trained SIDC FPSDC and some other key cooperatives in public affairs management by providing its Farmers Advocacy Consultation Tool (FACT). Based on this workshop FPSDC and SIDC have formulated some policy proposals to make sure an enabling environment will be achieved for the cooperative sector by preparing lobby plans towards relevant government departments. In this program support activities will take place to increase visibility and impact by the cooperatives in the economy by training in advocacy skills and coming up with a policy agenda to transform the cooperative sector in a profitable sector attracting new members. A consultation among targeted micro and small agricultural cooperatives will be conducted in order to gather their needs and recommendations for improving the policies for agricultural cooperatives and to identify other policy issues that affect their growth and development. These policy recommendations will be informed by a participatory research with the use of experts from the agricultural cooperative sector as peer to peer source of knowledge and advise. The proposals will be written in a SMART way and advocated effectively through a lobby mapping and stakeholder analysis of key decision makers on policies affecting the agricultural cooperative sector. One possible outcome of this process will be an agricultural cooperative roadmap or development master plan that will bring together all stakeholders and harmonize their different support and interventions towards agricultural cooperative development in the Philippines. Such a roadmap or master plan can be an input to the new cooperative development roadmap that the CDA will produce. This agricultural cooperative roadmap can draw from the experience of Agriterra in other countries like in Vietnam and Nepal. This can also be aligned with the ASEAN agricultural cooperative roadmap that Agriterra helped to develop and lobby for approval at the ASEAN. Illustrative Activities:1. Consultations among the LROs and the partner micro small and medium agricultural cooperatives2. Participatory research by policy experts on current state and situation of agricultural cooperative sector3. Proposal writing on relevant policy reforms and improvements on the enabling environment for the agri-coop sector4. Lobby mapping amp; stakeholder analysis in support of policy reforms and improvements on agri-coop sector enabling environment OBJECTIVE 2: Business opportunities of cooperatives expanded Under-performing (small micro and medium) agri-based cooperatives need to expand their business opportunities through value chain participation partnerships joint ventures and coop to coop trade. This can be done by (1) improving LRO capacity to deliver services for business development and (2) improving the business environment for cooperative performance. LROs will be involved in two ways in the value chain approach in this activity. First of all by bringing targeted cooperatives in the activity to the value chains of the LROs. Secondly LROs would strengthen existing and add new cooperatives to specific value chains outside of the LROs. All training and mentoring will be aligned with the objective of having the micro small and medium cooperatives participate (be included) and improve their effectiveness and efficiency as new chain actors either in the value chain of the LROs or the targeted value chains outside of the LRO. Agriterra not only works with individual agricultural cooperatives but brings them together also in enterprise partnerships. Data gathering of products and services of agricultural cooperatives will be done to match supply with demand in business deals and actual purchase orders. This has been done by Agriterra among clients in a cooperative summit last year in the Philippines among six cooperatives resulting in concrete leads for business deals in several value chains. This initiative will be scaled-up through this activity where joint ventures or federalized arrangements can be established. The increased capacity of the targeted cooperativesrsquo; operations and improved business performance as a consequence of the intensive mentoring by the LROs and the structured approach has to be capitalized. This means that the LROs and target cooperatives will define specific activities to attain leads and unlock new business opportunities in the respective value chains. To achieve impact a strong commodity approach is needed from the outset to make sure the expertise of the LROs match the needs of the targeted micro and small cooperatives but also that synergy can be found amongst targeted micro and small cooperatives. This could also lead to joint ventures with the LROs as long as this benefits mainly the targeted cooperatives. The consortium has broad experience with establishing market linkages in value chains and obtaining access to finance which is often needed to capitalize business opportunities. Involvement of LCDFI and other financial institutions is also crucial as they have strong links with local financial institutions providing working capital and investments for cooperatives and its members. Based on the geographical location commodity and business performance of the target cooperatives a business engagement plan will be established supported by LRO advice and in coordination with CDA and USAID to strengthen existing programs. SUB-OBJECTIVE 2.1: LRO capacity to deliver services for business development improved Successful cooperatives acting as Local Resource Organizations need to improve their capacity to deliver services for business development of under-performing (small micro and medium) agri-based cooperatives. This can be done through capacity building on performing business analysis and the use of tools like the value creator. This will also include coaching on how to deliver business advice throughout the activity period. OUTCOME 2.1a. Capital for value chain participation of under-performing (small micro and medium) agri-based cooperatives (internal or external) accessed This activity will allow under-performing (small micro and medium) agri-based cooperatives to access the needed capital for value chain participation. With the business development services provided by LROs they will become more professional and bankable cooperatives. Specifically this will be done through (1) capacity building program for cooperatives federations and other relevant organizations as LROs providing business development services and business facilitation (2) market and business pairing studies for potential commodities and geographical area (3) under-performing (small micro and medium) agri-based cooperativesrsquo; business plans. The activity will focus its market studies on value chains that have private sector with strong market leadership as lead firms; and value chains that are linked to global markets. The results of the study and private sector engagements will be used to develop business plans for the agri-coops being assisted. The combined elements of increased management and business capacities presence of business plans anchored on solid market studies will allow the under-performing agri-based coops leverage to access resources. The activity through the LROs will anchor dialogues and meetings with interested financial and resource institutions to facilitate the accessing of resources needed by the under-performing agri-based cooperatives to effectively perform their roles in value chains. Illustrative Activities:1. Inception workshop with activity partners and relevant stakeholders from the target value chains and financial institutions2. Market studies on potential value chains with private sector participation and global markets linkages3. Business planning among LROs under-performing agri-based cooperatives and relevant private sector organizations OUTCOME 2.1b. Participation of under-performing (small micro and medium) agri-based cooperatives in agricultural value chains increased) With the capacity building interventions received from successful cooperatives under-performing (small micro and medium) agri-based cooperatives will be able to increase their participation in value chains. The activity sees the participation of the target cooperatives in two types of agricultural value chains; the VCs led by the LROs acting as consolidators or lead firms and the VCs led by the private sector that are either linked to a national or global value chain. The participation in value chains will be in various forms of business agreements between cooperatives and the value chain lead firms/buyers. These would include securing purchase agreements or contract growing contracts for the small micro and medium cooperatives to supply the requirements of the VC lead firm contract growing a to potential joint venture between the lead firm cooperatives and the now improved small micro and medium agri-based coop. The activity will also pursue the participation of the target agri-based coops in e-commerce with the aim of having more products from the cooperatives be made available in the e-commerce platforms present in the market. Illustrative Activities:1. Business linkaging and trade facilitation between LRO and their partner coop with private sector lead firms in identified value chains SUB-OBJECTIVE 2.2: Business environment for cooperative performance improved Similar to developmental and regulatory policies the business environment for cooperative performance also need to be improved in order for business opportunities for cooperatives to be expanded. There is a need to work more closely with the private sector as a lot of these opportunities can be found in working with them. OUTCOME 2.2a. Business terms for under-performing (small micro and medium) agri-based cooperatives improved The activity will improve the business terms for under-performing (small micro and medium) agri-based cooperatives. Led by the activity management committee composed of the consortium partners it will craft a private sector engagement strategy aimed at improving the ldquo;fairnessrdquo; of transactions between the lead firms and the supplier coops This initiative will cover the value chains that are lead by the cooperatives and the private sector. The activity will include the following areas to look into; level of transparency of transactions terms of payments flexibility and opportunity for price/ contract renegotiations issues on quality and quantity requirements. The activity will initiate dialogues between the lead firms and coop suppliers as well as facilitate exchange visits of the supplier cooperatives to companies of the lead firms. These seek to build and increase the level of trust and confidence between the two parties which are deemed vital in effecting any favorable changes on the existing trade and business relations between the lead firms and the micro small and medium agri-based cooperatives. Illustrative Activities: 1. PMC meetings to craft and design strategies on private sector engagement 2. Expanded PMC meetings amp;
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Start up Impact@origin progam <p>Tinjure Tea Cooperative produces high quality orthodox special tea and is seeking access to the European Market. MAAS International is a potential client for this premium tea and willing to invest in this cooperative and its products to create impact add origin: value additional at the cooperative level. This will create a win win situation for all parties; employment and investment opportunities in Nepal a high quality product that can be exported and a special product for MAAS.</p>
<p>In September 2016 a company assessment was conducted by Agriterra and MAAS. Though Tinjure may not pass criteria of Agriterra this unique opportunity with MAAS offers an excellent business case and AGriterra can offer its expertise in this trajectory supporting both MAAS and Tinjure. This action plan is related to the last quarter of 2016 and the main objective is to prepare Tinjure for the impact@origin trajectory. <br>Focus will be on improving financial management explore packaging options improve quality and set up a track an trace system business and marketing development explore the certification options etc.</p> <p>Support Tinjure Tea Cooperative in getting ready for exporting high quality and certified tea to Netherlands in 2017 under the impact@origin trajectory of MAAS International.</p>
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Improved milk grade through increased milk production and quality Choma District Dairy Union has been a client of Agriterra for over a year now.In the first past year Agriterra supported the union with the development of the extension strategy and also paid the salary of the extension officer on 100% basis. Agriterra will pay the 2018 salary of the newly-recruited Extension Officer (EO) on a shared cost basis. Agriterra will contribute 70% of the salary while Choma will contribute 30% of towards the salary of the EO.Agriterra will provide FM training in 2018 to the new board and management. In 2018 Agriterra will provide accounting services to the newly to be recruited bookkeeper in order to bring the system up to standard. Audits and financial reporting are a key concern. Agriterra will collaborate with SNV in providing its support in 2018. To improve milk volumes through improved extension
To improve milk hygiene through reducing the bacteria count
To improve the management of the cooperative entreprise Review Extension strategy
Improve FM through training and coaching
Improve governance through training and coaching
Increase milk production through salary to extension officer and logistical support
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Improving marketing and economic development SPPQT (Serikat Paguyuban Petani Qaryah Thayyibah) affiliates farmers from 13 districts in Central Java Province. In the last 12 years SPPQT has worked on developing political and social infrastructure in the form of farmers groups at the village and community level in the Central Java Province. In the next year SPPQT will work in improving marketing and economic development. The main problems to solve are too weak access to inputs and land low production post-harvest problems and difficulties to access to the market. Around 30% of the farmers have less that than 2000m2 and are called landless farmers or poor farmers. The inputs for agriculture are more expensive for the farmers and SPPQT has found a way to solve the lack of access to inputs by transforming the farmers from conventional producers to organic producers and also work in a more sustainable way. This project will increase the skills and capacities of the farmers in adding value to their products and finding new markets to increase their incomes. SPPQT has experience in organizing the commercialization through the substation of peasant organizations (GTP) equivalent to a primary cooperative managed by the community organizations. At the moment there are 54 GTP with different levels of development. Some of them have transformed into cooperatives and entered the market in a more professional way. To increase the welfare and income of farmers by strengthening farmers organizations and cooperatives at village level improving and increase the marketing and economic development. In 2016 SPPQT will be supported with business plan coaching and improvement of the marketing of the GTPs and cooperatives.
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The best organic coffee exporting FCU in the country The BHAG of the union is to be one of the best specialty coffees exporting farmersrsquo; cooperative union in the country. The aim of Agriterra in 2021 is to be able the union to competent in the coffee export market and able to engage 18PCs in Export marketing through the union. Burka Galeti Farmersrsquo; cooperative union is established in Oromia Regional State West Hararghe Zone Hirna Town 370 km from Addis Ababa. The union is composed of 103 primary cooperatives organized in five districts (Tulo Masala Doba Gamachis chiro Miesso and Bordede). Burka Galeti has 13 board members and has 43 permanent staff. In the coming three years the coffee export business is among the major plans to improve better services to its members. Harar coffee has high preferences in the export market and is known for its winey and fruity floral-toned aciditymdash;bright in the cup) even intensemdash;and with a rich and pungent heady aroma that is wonderfully reminiscent of blackberries. The farmers are however suffering from unsatisfactory margins from product output marketing. in 2020 and the way forward the union would like to work with Agriterra in getting more access to high price fetching export markets for coffee and working in local market linkage while accessing organizational strengthening supports from Agriterra. On the other hand the union would like to have a joint intervention at the primary cooperativesrsquo; levels in empowering women and youths both socially and economically. However the biggest challenge for the coffee market is the adulteration of other area coffee and sell in the brand name of Harar Coffee (Illegal market/Contraband). This is due to the fact that the price of Harar coffee is trip as compared to other coffee (Bale coffee Jimma coffee etc). The illegal market is the main challenge for this union. The goal is to create a sustainable coffee market for the coffee producers members to increase the income. The 2020 AP will be focused on the following objectives1. Coffee certification for 15 PCs 2. Creating a market linkage with international buyers and Oromia Coffee FCU 3. Improving coffee quality management and traceability 4. Improving the know-how of coops management for the staff and committee members
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Enhancing access to affordable medium term to longterm financial services to farmers in Greater Ankole Region Muhame Financial Services Cooperative Ltd is a SACCO of reference but ambitious to improve service delivery to greater heights by increasing its foothold in Agricultural finance while serving farmers in Isingiro District Mbarara District Sheema District Buhweju District Kiruhura District and other neighboring Districts in South Western Uganda. To pursue its BHAG "To be the leading agricultural SACCO offering attractive products amp; services to our members" and its specific goals; the leadership and management have planned interventions including but not limited to the following; 1. Members commitment survey to inform focused training in financial literacy and that will result in increased patronage of members 2. Tailored financial services product development amp; refinement to enable access to affordable and longer-term finance 3. Employees' customer care survey to inform customer relations management training 4. Reviewing amp; updating the Strategic Business Plan to conceptualize new strategies for the period 2021-2025 5. Internal Capitalisation Training to inform diversification of SACCO's capital structure 6. Training credit officers and credit committee members in Agricultural lending for the dairy value chain 7. Training staff in customer relations management to improve members' satisfaction 8. Exchange visits of the board and management representatives to a SACCO effectively financing dairy value chain at least one successful Agriculture finance-oriented SACCO preferably in Kenya. Muhame Financial Services Cooperative Limited Big Hairy Audacious Goal (BHAG) is "To be the leading agricultural SACCO offering attractive products amp; services to our members". Specific goals by 2025: i) Grow the membership by 138% from 21 000 to 50 000 ii) Increase savings by 144% from 8.2 billion to 20 billion iii) Grow the loan portfolio by 124% from 13.4 billion to 30 billion v) Total assets ( total value of the business) by 121% from 18.1 billion to 40 billion vi) Increase the size of loans to Agribusiness by 93% from 31% to at least 60% of the loan portfolio. vi) Sustainably lower the loan interest rate by 28% from 2.5% to 1.8 % per month on reducing balance. The specific goals will be a result of the following but not limited to the following interventions;a) Creation of more specific agri-based product portfolio following members needs assessment. b) Offering loans with a longer-term and improved agricultural loan appraisal process. c) Improving exposure of board and management by benchmarking with other SACCOs in dairy value chain financing. d) Sharpening the strategic plan including a marketing and communications strategy. e) Investing in internal capitalization with a clear focus to reduce interest rates and improve member loyalty. f) Training board on financial management with a focus on cash flow projections and interpretation of the financial reports. Muhame Financial Services Cooperative is a well-established SACCO that seeks to manage challenges that come with large size of operations targeting the Agricultural finance market share in Sheema Buhweju District Mbarara Isingiro districts and other neighboring Districts in South Western Uganda. The project will aim at building the capacity training Board Management amp; members on the gaps identified in the Governance Health Check and Financial Health Check; providing technical expertise on formulation a Strategic plan 2021-2025 organizing extension services to enable borrowers to have knowledge on good on-farm investment decisions amp; proper dairy farming and linkages to financial institutions from where Muhame FSCL can access affordable loans for on-lending to farmers at longer-term and affordable terms and peer exchange program for benchmarking with other SACCOs successfully financing the dairy value chain.2. Monitoring amp; evaluation: MBO( SACCO) Management will prepare monthly reports which show income and expenditure performance compared to the budget variances and associated explanations. In addition the Board and Management will review this action plan periodically and make necessary decisions. The SACCO will continue using the Performance Monitoring Tool for data collection and analysis to produce quarterly reports which will be used to compare performance against industry standards as well as through analyzing trends. In addition to the quarterly reports management will produce key performance indicators on a monthly basis. These include the Operational Self-Sufficiency Portfolio Yield Operating Expense Ratio Portfolio at Risk and Liquidity Ratio
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Duplicando la exportación <p>Agriterra inició la colaboración con ASOCAFE en 2017 donde la organización que partía de una situación de iliquidez paralización del negocio de exportación y pérdida de credibilidad ante asociados y terceros consiguió alcanzas alentadores resultados: i) obtención de USD 150.000 para acopio de café guinda ii) renegociación del precio de acopio al productor de Bs 60.00 a Bs 45.00 para entrar en beneficios iii) incremento de la exportación de café grano de 1 contendor a 2 contenedores anuales.</p>
<p>El objetivo en 2018 es incrementar el acceso a financiación de capital de acopio reestructurar la deuda en mora con entidades financiera para facilitar el repago mejorar los procedimientos de gestión y control internos y duplicar la exportación de café grano.
</p> <p>Duplicar la exportación de café grano de 2 contenedores en 2017 a 4 contenedores en 2018 y reestructurar las finanzas de la organización.</p> <p><strong>Financiado con costes locales:</strong></p>
<p>- Contratación de personal: 2 responsables de acopio y 1 responsable de calidad por 5 meses
</p>
<p>- Fortalecer la exportación: i) compra de 280 bolsas para exportación de café especial y ii) envío de 5 muestras a clientes internacionales
</p>
<p>- Desarrollo de una campaña de sociliazación: i) entrega de incentivos a los productores ii) adquisición de material de escritorio iii) realización de viajes del Directorio a las comunidades y iv) otros gastos de socialización
</p>
<p><span></span>
</p>
<p><strong>Servicios:</strong><span></span>
</p>
<p>- Asesoría de agripool de cuellos de botella (sujeto a financiación de terceros)
</p>
<p>- Consultoría de renovación de Estatutos</p>
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Seed potato promotion in Rwanda Together with Agriterra SPF intends to promote seed potatoes in Rwanda. SPF has a vision to become a professional potato seed trader and a leader in Potato seed business in Rwanda by covering all aspects of potato seed value chain from developing farmer’s capacity to trading the seeds and organizing the value chain. SPF is officially collaborating with Agriterra since 2018 and wants to continue in 2020 with the main objective to promote the availability and accessibility of quality seeds to potato farmers in Rwanda. Project goals for 2020 include:Accurate information on the availability of potato seedsIncreased availability of potato minitubersIncreased salesExternal audit reportIncreased advocacy for seed potato growersPractical inspirations on how ensure the good quality of seedsEffective implementation of lessons learntIncreased number of certified seed multipliers +Increased salesImproved financial management and governance practices Plans for 2020 include:Manage information on the traceability of seedsSPF self-sustaining in the mini-tubers multiplication businessMarketing SPF seedsOrganizing annual institutional auditImplementation of lobby proposalsAgripool mission on seed potato quality controlFollow-up on 2018 amp; 2019 services received from AgriterraSeed potato promotion campaign
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Increasing production and strengthening organizational structures IDRA is active in the rice sector representing farmers in the rice value chain in Isoka district. Rice has large opportunities as high-potential crop in Isoka compared to maize. The crop is relatively easy to grow not much fertilizer is needed and only goodseed and Good Agricultural Practices (GAP) are required for the crop to thrive well.The quality of seed has improved in the past year. Farmers now use the certified varieties of Singa Supa from Mongu and Kilombelo.
IDRA has applied for a matching grant under the SAPP project under the Ministry of Agriculture and have since acquired a hammer mill and built their own processing plant.
Their main goal is to be self sustaining financially and also provide local market to its own members. Increase rice production through a self sustaining extension support
Improve rice marketing
Commence rice processing at association level Increasing production and strengthening organizational structures
Objective 1:Increase rice production through a self sustaining extension support
Objective 2:Improve rice marketing
Objective 3:Commence rice processing at association level
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Expanding business operation and professionalizing Lemlem Welkayit FCU <p>Comparing the current image of the union to when it was first scoped it is very notable to spot the changes the union has shown after the union’s engagement with Agriterra resulting in trained and empowered management and staff increase in the number of member PCs by more than 50% increase in capital introducing new operational guideline and many more achievements. <br>The previous action plan although planned for a year it had only covered 6 months’ period and was reported until December 2015 leaving some ongoing activities to be reported in the year to follow. Thus the current action plan is a continuation of the previous one with some new activities included. <br>The union has completed all necessary preparation to enter into fattening and bee keeping business. As an infant union a lot is still required to improve the union to becoming stable cooperative business. In the previous action plan period the union has made the necessary preparation to engage in to export market with some additional coaching the union is expected to launch its first export this season. As the union has selected a consultant to conduct the 5-year strategic plan in the 2015 the plan will be part of 2016 budget year. <br>The current action plan will highly focus on organizational development including raising capital for proposed investments from the strategic plan feasibility studies professionalizing the financial management with the introduction of computerized Peach-tree programs and son on. As is shown in the study conducted in the previous action plan the sourcing of natural gum will not be sustainable unless appropriate action is taken (2016) based on the recommendations provided by the experts of the 2015 study. Due attention is also given to promote the marketing activities of natural gum and fattening. <br>This action plan will also give emphasis to member cooperatives in strengthening and professionalizing their operations through recruitment of accountants and managers and has embedded focused and tailored capacity building programs for few selected PCs.</p> <p>organizational development including raising capital for proposed investments from the strategic plan feasibility studies professionalizing the financial management with the introduction of computerized Peach-tree programs</p> <p>The current action plan will highly focus on organizational development including raising capital for proposed investments from the strategic plan feasibility studies professionalizing the financial management with the introduction of computerized Peach-tree programs and son on. As is shown in the study conducted in the previous action plan the sourcing of natural gum will not be sustainable unless appropriate action is taken (2016) based on the recommendations provided by the experts of the 2015 study. Due attention is also given to promote the marketing activities of natural gum and fattening. <br><br><br>This action plan will also give emphasis to member cooperatives in strengthening and professionalizing their operations through recruitment of accountants and managers and has embedded focused and tailored capacity building programs for few selected PCs.<br><br><br><br>Objectives <br><br>- Mobilizing 30% equity finance for new investments <br><br>- Improving the union financial sustainability <br><br>- Preparing the union for entering into sesame export marketing <br><br>- Developing a five-year strategic plan and implement</p>
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Fortalecimiento interno y diseno de servicios sostenibles En diciembre de 2018 a requerimiento de la Agencia Empresarial Holandesa (RVO) Agriterra realizoacute; una prospeccioacute;n a la Federacioacute;n Departamental de Productores de Leche de Tarija (FEDEPLET) a fin de proponer liacute;neas de accioacute;n que respondan a las iniciativas planteadas por los directores de esta organizacioacute;n dirigidas a consolidar los servicios de representacioacute;n gremial y de apoyo a la produccioacute;n en favor del sector lechero de Tarija. En ese sentido en base a la visita realizada se ha preparado el siguiente Plan de Accioacute;n cuyo Objetivo Principal es desarrollar un portafolio de servicios para la puesta en marcha de las operaciones de esta organizacioacute;n. El plan de accioacute;n seraacute; ejecutado por Agriterra y el presupuesto del mismo (Anexo 2) seraacute; financiado por RVO con aporte de FEDEPLET. Profesionalizar FEDEPLET a traves de contar con un plan estrategico de largo plazo gestion financiera en orden y el desarrollo de un portafolio de servicios con ello FEDEPLET sera una organizacion formalmente registrada que genera valor a sus socios y asegura su permanencia en el largo plazo. Este es un proyecto de 12 meses iniciando en junio 2019 y finalizando en junio 2020Las actividades a realizar en el periodo del proyecto son las siguientes:2019- Anaacute;lisis Organizacional- Desarrollo del Portafolio de Servicios- Asesoramiento empresarial2020- Plan Estrateacute;gico 2019-2023- Actualizacioacute;n de los documentos de constitucioacute;n de FEDEPLET.- Asesoramiento empresarial de Agriterra - Capacitacioacute;n: Participacioacute;n de 4 representantes al Taller de Gestioacute;n Financiera Baacute;sica- Intercambio: Gira de intercambio para conocer modelos de gestioacute;n exitosos en el aacute;mbito local.
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Mise à niveau de la gestion financière de la coopérative CPNCK <p>La CPNCK (Coopérative des Planteurs et Négociants du Café au Kivu) est une coopérative de producteurs de café arabica fondé en 2010 et basé à Ngula sur l’ile d’Idjwi en RDC. Environ 3 800 producteurs sont membres et livrent leur café mais la majorité n`a pas terminé de payer ses parts sociales. </p>
<p>CPNCK forme les caféiculteurs fournit des intrants produit des plants achète la cerise et fait le lavage. L’organisation possède six micro-stations de lavage et commercialise le café par exportation. </p>
<p>En 2014 CPNCK a vendu 40 tonnes de café ordinaire. La qualité du café est reconnue grâce à la localité la méthode de production et le dépulpage mécanique et pourrait accéder au marché de café de spécialité. La gestion de la coopérative dépend encore beaucoup de projets mais les leaders veulent développer davantage l’approche commerciale afin de s’autogérer.</p>
<p>Il y a encore beaucoup à faire à la CPNCK entre autre sur le plan juridique administratif et financier. Mais la coopérative est ambitieuse et l’équipe de gestion et les leaders sont prêts à apprendre : fidéliser les membres libérer les parts sociales professionnaliser la gestion rendre la gouvernance transparente suivre la qualité du café accéder au marché de café de spécialité construire 10 autres stations de lavage … il y a également des plans pour une usine de déparchage. Un plan stratégique et un business plan global de la coopérative sont nécessaires d’urgence pour déterminer les axes d’orientations et évaluer la viabilité économique des différents projets.</p> <p>- 2016: upgrading the financial management of CPNCK and assure audits done for 2014 and 2015<br> - This is a condition for further actions in 2017 focussed on marketing internal capitalisation etc.</p> <p>Avant Agriterra s'engage vraiment à CPNCK c'est necessaire la coopérative améliore ses états financières. Les activités dans le plan d'action pour la période august-decembre 2016 sont vocaliser sur la gestion financière.</p>
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Indonesia - Scoping missions and assessments 2017 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.
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Development of VePEAG Business Unit VEPEAG has a membership of 382 and had a strategic workshop last year to develop a more practical plan for collaboration with Agriterra to help in strengthening the organization. In the developed strategic business plan VEPEAG wants to establish income generating services and an independent business unit within the organization by 2025. The business unit will focus on professionalizing the production and collective marketing of quality vegetables by the members of VePEAG. The business unit will supply members with quality inputs (e.g. seeds extention services) and support in the collective marketing of the produced quantities. This year the organization would like to develop a clear business case for the business unit perform a survey and market feasibility study for the choosen vegetables for the local and export market. Besides that VePEAG would like to perform a first collective production and marketing pilot of one crop within 2020. The goal is to develop a business plan for the VEPEAG business unit and develop a marketing plan for trading and sales of vegetables The focus of the project is to concentrate on the one of the aspect of the strategic business plan developed in the first year. VEPEAG would like to establish a business unit where trading of vegetable for the local market and exportation can be done. Currently the association does not have a defined business case and marketing plan yet. The project plan is to assist VEPEAG draw a defined business case and marketing strategies
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Leading organic rice producer The results and progress of the Cooperative business in 2018 cooperation results between The TTAC and Agriterra 2018 the recommendation of market research in 2017 business plan performance in 2018 pointed out that in 2019 and 2020 Toan Thang cooperative should improve the organic consumption rice business and set up their business strategy for all other services of the Cooperative such as fertilizer rice seed medical plant ...to ensure the growth of the cooperative organizationally and economically to provide input and out put services and part-time job creation to its members and become a leading supplier of organic consumption rice and rice seed in the North of Vietnam. The Toan Thang Cooperative will develop organizationally and economically to provide input and out put services to meet 100% need of its members and become a leading supplier of organic special consumption rice in the North of Vietnam. Project plan 2019:1. Improvement production technique of organic consumption rice for Coop members2. Improvement organsation structure and transperency financial management for coop member commitment3. follow-up action plan after advisory mission A.14. Advisory mission: 3 -5 year Strategic business planning5. participate in My.coop or Financial Management training events and Participation in Marketing Management training and internal capitalization organised by Agriterra Project plan 2020:1. Improvement business results of TTAC (marketing product quality business plan feasibility study networking …) for Toan Thang Coop 2. Improvement organisation structure and transperency financial management human resource management to ensure the trust and commitment of members ...3. follow-up action plan after advisory mission A.1 and youth council operation support4. Participation in Financial Management training or internal capitalization training event and youth master class organised by Agriterra
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Servicios ganaderos y sistemas de gestión de FEGABENI La Federación de Ganadero del Beni y Pando (FEGABENI) fue creada por el Primer Congreso Constituyente Ordinario de Ganaderos de Beni y Pando el 20 de agosto de 1968. Se organizó en base a la estructura existente de la Sociedad Rural del Beni. Es la Organización gremial constituida por todas la asociaciones de ganaderos de los Departamentos de Beni y Pando. Es una institución de derecho privado con personalidad jurídica reconocida mediante Resolución Suprema No 149397 de 22 de mayo de 1969. Aglutina a 31 Asociaciones provinciales de ganaderos. El objetivo audaz de FEGABENI es incrementar los ingresos a través de la prestación de actuales y nuevos servicios para el sector ganadero que permitan mejorar su salud financiera. En el ejercicio 2015 la Federación cerró con un déficit financiero de Bs. 400.885 y se prevé que en el ejercicio 2016 también cierren con un importante déficit económico. El Proyecto busca revertir la actual situación financiera de FEGABENI fortaleciendo su actual portafolio de servicios estableciendo alianzas con el sector financiero para ampliar servicios remunerados. Al interior de la organización se planea modernizar el sistema contable para que opere con centros de costos. Por último mejorará los canales de comunicación y aplicará TICs para comunicación efectiva a las Asociaciones afilizadas y promover fidelización. BHAG
Hasta diciembre de 2017 contribuir al incremento de ingresos de FEGABENI en al menos 39% respecto al ejercicio de 2016 Propuesta de modificación de Estatuto Orgánico de Fegabeni 2017Plan Estratégico 2018-2022 formulado socializado y presentado en Directorio Ampliado 2017Incrementar el número de seguidores de redes sociales en un 40% (promedio redes sociales combinadas)Distribución de 2 boletines en 2017 con una distribución de 500 ejemplares. Con sponsor que cubran el 70% de los costes variables de impresión y distribución de cada boletinDesarrollo de dos manuales técnicos para capacitación al ganaderoPágina web operativa y actualizada Propuesta de modificación de Estatuto y aporte extraordinario reflejado en actas del Congreso ExtraordinarioDesarrollo del Portafolio de servicios de FEGABENI con la perspectiva de operativizarlo a través de una Sociedad mercantilNegociación con el Banco Ganadero otros bancos y EIF para prestación de serviciosDesarrollo de un software contable con módulos específico para Fegabeni y la formación específica y la adquisición de dos equipos de computación (PC)Saneamiento de las cuentas de orden de los Estados FinancierosElaboración socialización y aprobación del Manual de procedimientos y ReglamentoPrograma de capacitación técnica para ganaderos de base a través de las Asociaciones
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To increase milk volumes by 20% through increased production and constant milk supply to the cooperative St Marys dairy cooperative is a primary cooperative located in the southern part of Zambia.The main focus of the cooperative is to aggregate milk of its members and supply to the off taker.The cooperative was registered in 2015 under the societies act.Currently the cooperative has 309 members.
However in the recent past the cooperative had stopped supplying milk due to a mis- understanding with the off taker but after Agriterra's advise and intervention this had normalized now.
This project will focus on increasing milk volumes and having a constant supply of milk through provision of capacity building to improve the coordination and management of the cooperative.
Agriterra will support the cooperative through training and advisory services with a major focus on My Coop governance and financial management. To increase milk volumes by 20% through increased production and consistent milk supply through improved organization capacity. The major goal of this project is to increase milk supply and also ensure consistent supply of Milk to the cooperative by its members. As part of the project implementation Agriterra will provide the following training and advisory services:- Develop extension strategy- Governance training- My Coop training- Basic Financial management training- Human resource trainingIn 2020 Agriterra will support St Marys in the following areas:1.Basic Financial Management2. Financial Literacy3.Financial Audit4.Milk quality follow up5.Member records management system
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Reordenamiento del Mercado campesino y fortalecimiento de cooperativas de CERCAT El proyecto opertiviza las recomendaciones del Diagnóstico y propuesta de reorganización del Mercado campesino incorporadas en el Plan de Acción de 2017. Establecerá mecanismos e instrumentos de control y seguimiento de los "inquilinos" del Mercado campesino. Apoyará a la formalización de las 13 sociedades cooperativas de CERCAT para cumplimiento de la Ley 356. Operativizará el Comité de Educación y contribuirá a fortalecer los principios valore y gestión cooperativa a través de la formación de formadores en la metodología My Coop. Efectivizará la primera estrategia de acceso y inserción de las sociedades cooperativas al sistema de alimentos del Mercado campesino a través de la creación de la ''Feria Productor al Consumidor". BHAG: Institucionalizar los procedimientos y el pensamiento estratégico que permitan una gestión eficiente y rentable de la organización del Mercado Campesino y faciliten la participación directa de las cooperativas de base en los sistemas de alimentos. Implementación de proyectos de mejora y reordenamiento del Mercado Campesino: Proyectos de Construcción de gradas de ingreso Pantoja Remodelación de baños Ampliación para refrigerios y depósito en salón principal (Fase I) Ampliación para friales de pollos Ampliación para comedores en tercera planta sobre la calle Pantoja (Fase I)Proyecto de construcción de Tinglado y piso para Ferias del productor al consumidor (Bloque Muro)
Sistema informático de gestión y control de inquilinos
Proyecto de diseño e implementación de señalética para el Mercado Campesino
Apoyo a la formalización de las sociedades cooperativas de CERCAT: El 100% de las sociedades cooperativas elaboraron sus estatutos y/o completaron su trámite de homologación ante AFCOOP Realización del Curso de Formador de Formadores de My Coop: Al menos 66 socios/as líderes completaron el curriculum de Formador de Formadores de My CoopConsultoría de Organización de la Feria ''Productor al Consumidor"
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Increased milk volumes MFCS is a fully farmer-owned cooperative with a major business of collecting bulking and chilling milk. The cooperative also indulges in sharing bulking and marketing wool for members. The cooperative was conceptualized and registered in 1974. It is situated in West Pokot County Lelan division in a rugged landscape about 25 Kms off Kitale-Kapenguria road 62Kms from Kitale. It recorded an average of 6 000kg/day of milk in 2014. The core startegy for Muruny is to further increase milk volumes from 5000 in 2016 to 6500 in 2017 and strengthen organisational structure by building capacity of new board and develop clear roles for the staff. For 2017 the core strategy for Muruny is to further increase milk volumes from 5000 in 2016 to 6500 in 2017 and strengthen organisational structure by building capacity of new board and develop clear roles for the staff through development of board charter and a human resource manual The projcect mainly looks into ways of increasing milk volumes. Muruny will retain the current 2 extension officers. A workshop for the extension officers will also be undertaken. In addition organisational development activities on the capacity building of the new board and establishment of a youth council are also key project activities.
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Appuis à la professionalisation des membres de la cooperative MARKAZA La société coopérative MARKAZA est créé aux événements de la mise en rigueur de la loi OHADA par des producteurs pomme de terre de consommation dans la zone de Bonkoukou à IMANAN. Cette coopérative était bien avant d’être société coopérative simplifiée (SCOOPS) un groupement des producteurs de 265 membres sous la bannière d’une ONG locale. Mais cette coopération est spécialisée dans la commercialisation et l’approvisionnement des intrants au profit de ses membres.Les membres de MARKAZA sont sur un périmètre de 100 hectares avec une production de pomme de terre de 90% et d’autres spéculations maraichères et des activités génératrices de revenus comme l’embouche et de ventes céréalière. La coopérative a une forte mobilisation et une bonne image aux yeux des partenaires aux développements. La modernisation de la chaine de valeur et la professionnalisation des membres 1. Recrutement d'un Gestionnaire2. Audit3. Plan Strategique4. Rencontre de mise en relation5. Formation My-Coop
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2020 Rice project Ruzizi beyond This project is the continuation of the pilot project Local Sourcing of Rice in Congo DRC with Bralima/Heineken of 2019 (18at-8092). This project is an "umbrella" project in which Bralima contributes funds to Agriterra for implementing the following 6 projects with the supplying rice cooperatives: 20adpa-8520 20CPTU-8518 20CMAC-8437 20ucad-8436 20cpba-8433 20csda-8424.Some trainings for all cooperatives and advice days of Faustin Christophe Jim and Alex are registered under this project.The initial project idea for 2020 was substantially bigger than the 2019 project but it was amended due to Covid-19. At least Bralima agrees to continue purchasing rice from the cooperatives and agrees to contribute 56 375 € for this umbrella project and the 6 projects with the rice coops.The contract with Bralima shows an almost 50-50 distribution of contributions between Agriterra and Bralima (Agrit= 56 375 + Bralima =56 375 + coops=6000). The actual total cost of the 6 coops projects and this umbrella project will exceed the total of € 118.750 - mentioned in the contract with Bralima. Agriterra will use DGIS funds to “fill the gap”. But towards Bralima we have chosen not to mention it and stay in the 50-50 logic. The reason is to prevent that Bralima thinks that Agriterra automatically tops up when their contribution decreases. The project objectives are:Estimated 1000 tons of white rice delivered to Bralima Bukavu in 2020 (increase possible under conditions)6 Ruzizi cooperatives progressed towards reliable suppliersIncreased income of 1500 to 2000 Ruzizi plain rice farmersImproved rice Value chain Cost for cooperatives that participate to the project (Increase farmers’ Rice production Yield reduction of processing loss etc).Potential sources of external funding identified for a 3-years project Bralima-Agriterra sustainably sourcing rice from DRC cooperativesThe division of responsibilities is:Agriterra: coach amp; professionalize 6 cooperatives and ensures that they deliver approximately 1000 tons of rice (with increase possible under conditions if Bralima’s need rises) to Bralima in 2020 according to the required specifications and delivery plan ;Bralima: signs rice delivery contracts with 6 selected cooperatives on reasonable termsCooperatives: share information (e.g.) implement advice develop themselves and abide to the delivery contractsThe project steering committee is composed of: Heineken (Paul Stanger) + Bralima (Mrs Ethel + Mr. Xavier) + Agriterra (Jim + Alex) Ensure rice supply as per agreed delivery calendarIn 2019 five rice cooperatives selected and coached by Agriterra signed delivery contracts and supplied almost 1500 MT of rice to Bralima Bukavu. With timely availability of bank loans in 2020 these 5 cooperatives will increase their supply tremendously. By adding 2 or 3 cooperatives the targeted 3000 MT will be met. Therefore Agriterra will assess and select 2 or 3 additional rice cooperatives of the Ruzizi plain.A rice delivery calendar for 2020 will be made together with Bralima and the cooperatives considering the production capacity of each cooperative and the needs of Bralima.In 2020 the project will monitor the volumes and quality of deliveries on weekly basis and discuss the progress with all supplying cooperatives immediately and assist them to take necessary decision to ensure supply as per delivery calendar.Agriterra will continue to liaise between the banks and the cooperatives to ensure sufficient and timely loans for enabling the cooperatives to aggregate the paddy and perform processing and delivery as planned. Professionalize cooperative management and leadershipThe 2019 pilot project has shown that there is sufficient rice of satisfying quality in the Ruzizi plain. The project also revealed that the farmers’ cooperatives still need to improve their leadership and management in order to run the operations smoothly install a trustful relationship with their farmer-members and make the collective enterprise profitable and sustainable.The leaders of the cooperative boards and control committees will receive further training and hands-on coaching in order to consolidate the leadership of the cooperatives. As for the management special attention in the form of training and on-the-job coaching will be geared towards the managers accountants and operations teams of the cooperatives. The objective is that the cooperatives work according to realistic plans and are continuously aware of their financial health thanks to tidy kept bookkeeping. Each cooperative needs to be able to make and use a business plan a financial plan with annual budget an operational plan and a cashflow forecast. Besides the management of the cooperative as an enterprise the project will also assist the cooperatives to improve its rootedness among the members in terms of increase of the amount of official members (paying their shares and fees) and increase of the services of the cooperatives to the members in order to solidify their commitment and foremost assist them to increase their profit margin at household level by decreasing the cost of rice production (see next paragraph).Facilitate access of rice farmers to good practices inputs and finance In 2019 the project was successful in facilitating access to bank loans for the rice cooperatives. The bank agreed to continue issuing loans in 2020 provided that the cooperatives continue to reimburse timely and correctly. This facilitation role for access to loans will continue in 2020.In 2020 the project will dedicate special attention for the individual rice producers so that they can decrease their cost of production. That will be achieved by continuing the promotion of improved agricultural practices and by facilitating also access to better and cheaper services such as farm inputs and agricultural loans.For sustainability reasons such services shouldn’t be provided by the project but by the cooperatives themselves. Hence Agriterra will assist the cooperatives in service provision to their members starting with listing members’ needs (in finance seeds fertilizers etc) identify input and finance suppliers prepare realistic and interesting deals and supply these services to the members.Commercial banks aren’t willing to supply loans to individual smallholder farmers. For the individual rice producers the targeted finance suppliers are Saving and credit cooperative societies (Saccos / Coopec).Some of them active in the Ruzizi plain have been identified in 2019 and will be assessed further in 2020 to evaluate if they can form the so-called Financer-Supplier-Buyer triangle at farmer’s level like shown below: Enhance direct relationship between Bralima and the rice cooperativesThe linking of Ruzizi rice cooperatives with Bralima in 2019 has shown that delivery is possible and satisfying for both parties; but it also showed that the necessary administration and communication can’t yet be left to the cooperatives and Bralima alone; regular Agriterra’s interventions and advice is needed. The long-term objective of this local sourcing project is to establish a sustainable business relationship between Bralima and the supplying cooperatives without continuous third party involvement. A sustainable business relationship is undeniably built on clear agreements and expectations transparent communication self-confidence and mutual trust. Therefore the project will continue to stimulate clarity on the contractual agreements and their practical implications put the cooperatives in the driver seat and facilitate direct communication and meetings between Bralima and the supplying cooperatives. For instance Agriterra won’t participate in price negotiations but will prepare the cooperatives to engage in negotiations with Bralima themselves being well-informed and with confidence.After the positive experience of 2019 further assistance will be provided to the Bralima Local Sourcing Team who increases its direct communication with the supplying cooperatives and seeks to smoothen local supply. Synergy among the cooperatives and with other projects and actorsThe rice cooperatives who supply rice to Bralima Bukavu are located in the Ruzizi plain in the South-Kivu province. The security situation in that area is particularly volatile especially due to frequent rebel activities. A conflict sensitive approach is required and entails understanding of the situation careful selection of the supplying cooperatives communication and collaboration among themselves avoid negative impacts and maximize positive impacts on the situation and adopt a do-no-harm approach.The project will continue and intensify the activities to make all cooperatives meet regularly discuss their performance and impact for the population and prevent tensions and enhance peace in the Ruzizi plain with their cooperative activities.Synergy among the cooperatives will also contribute to respect the rice delivery calendar as much as possible for example by mutual assistance among fellow cooperatives for those failing to deliver timely.The project will also continue to network with other relevant projects and actors in the Ruzizi plain if the rice cooperatives and the relationship Bralima-Cooperatives can benefit from it: for ex the World Bank funded PICAGL project and the Maji Ya Amani (IWRM) project. 4.6 Monitoring and evaluationThe project management (Agriterra) is responsible for the Monitoring. The project steering committee (Bralima+Heineken+Agriterra) is responsible for the Evaluation.The monitoring is performed continuously during the field visits to the cooperatives and based on the data becoming available gradually (deliveries loans supplying farmers income etc). The monitoring information is compiled in quarterly progress reports submitted to the project steering committee.The following indicators will be monitored:Number of contracts signed between rice cooperatives and BralimaNumber of cooperatives contracted by AgriterraNumber of cooperatives with bank loans for Rice aggregation amp; saleVolume of bank loans in U$ to the cooperativesVolume of Rice (in MT) supplied to Bralima BukavuQuality of rice supplied (amount of deliveries in category A B or C)Percentage of monthly delivery compared to planned monthly delivery (as per agreed rice delivery schedule)Time (in days) between rice delivery by the cooperative and payment by BralimaNumber of members registered per cooperativeNumber of farmers supplying to each cooperativeAverage yield per HaNumber of farmers per cooperative using farm-inputsNumber of farmers per cooperative getting a reasonably priced agric loanNumber of farmers beneficiary of project (direct and indirect M/F/youth etc)Identification of superficies planted per farmer per season.Besides the progress realized regarding the indicators above the final report will also include the total amount of farmers reached by the project the cost-benefit analysis at rice farmer level the challenges encountered and recommendations for future projects and a transparent value chain cost analysis from seed to brewery.
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creating market linkages and capacitate female mango growers to increase membership quot;BHAG: Establishing farmers owned mango processing factory. Assosa Fruit and Veg FCU located in Benishnagul region Assosa woreda was established in 2010 G.C with founding members of 16 primary cooperatives in Assosa woreda and had 2 000 members farmer. Its initial capital was Birr 76 000. Currently the union has increased its individual beneficiaries under the member cooperatives to 2600. Its capital has grown to 2.7 million at the end of 2009 E.C. Agriterra has decided to expand its activities on new regions studies/scopings has done from 2017-2018. accordingly one of the assessed regions is Benishangul which is widely covered (over 60%) with forest including
fruit bamboo eucalyptus and rubber trees incense and gum forests as well as the
indigenous species. Fruit bamboo incense and gum and horticulture crops are major
products of this area besides oilseeds (sesame Niger and groundnut). Agriterra ET developed new strategies on focusing on working areas and as well as types of crops/sectors accordingly horticulture /Fruit and vegetable /is one of the main focusing areas. Benishnagul region is one of the potential areas for horticulture and fruits and selected by Agriterra for scoping and Assessment. in 2019 Agriterra starts working with Assosa fruit and vegetable union at Bensishangul region. through our intervention Assosa Union starts up their activities being operational after one and half years by hiring general and financial managers. The main focus of 2020 AP 1. Market linkages 2. post-harvest training for Mango 3. mango jam processing 4. empowering female/women members 2020 project goals * at least create two market linkages * improve mango quality and get a better price * processing mango jam the project plan was implementing the advice of Value creator mission/assignments studied in 2019 1. Processing mango jam through traditional ways and supply to the market 2. market linkages for raw mango. this can be done through participation in exhibition and bazar at federal level and attending one trade fair in one of the regions and promoting Agriterra. direct discussions with big buyers etc.... 3. improving quality of mango via post harvest training. to get a better price and meet buyers requirement4. improve womens involvement in the cooperatives. since women are the main actors of mango harvesting in the area.
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Farmers ownership of value addition The unions linked to this project are the overarching organisations of many primary cooperatives. All are unions and they are established by the Ethiopian government. On federal level the Ethiopian government runs the Federal Cooperative Agency (FCA) the authority responsible for cooperative development. On district level the FCA is represented by the Cooperative Promotion Agencies (CPA). Overall the 5 unions embed around 207000 farmers that are member of 497 primary cooperatives (PCs). Because the number of farmers is very high only 5 PC per union will be selected for this project and within each PC an average of 500 farmers will be involved which lead to a rough estimate of 12500 farmers.
Traditionally cooperatives in Ethiopia have been established by the government to function as distribution channels for inputs (mainly fertilizer). Cooperatives were created in campaigns and farmers were urged to become members. This top-down approach and limited work area did not make farmers feel like they own the cooperative or that they can benefit from it besides getting inputs. Nowadays the structure is changing. The government is seeing cooperatives more and more as value chain actor which should also get involved in the output marketing of its members produce. Primary cooperatives are located in the villages (so-called kebeles) and do direct business with the farmers. These primary cooperatives are grouped together on district level under a Union. Different Unions can be grouped together on regional level under a Federation but this is not existing in each region.
The cooperatives are positioned in the value chain between the input suppliers (mainly government) and the farmers and between the farmers and the market. However less than 10% of the surplus produce of the farmers is marketed via the cooperatives on average.
For cash crops like coffee Chercher Oda Bultum and Burka Galeti are involved in export. Unions like Becho Woliso and Admas Wolkite are planning or have established processing factories to add value to the produce of their members. Value addition on Union level gets high attention within the country and complies with the national Ethiopian policies regarding cooperative development.
Besides the cooperative structure there is a parallel government structure from FCA to RCPA to CPA all the way to the villages (kebeles). Cooperatives are supported by these institutions but also need to be able to discuss with these organisations and lobby for certain support. This is where the FACT methodology can play an important role.
Description of the project:
General understanding of the cooperative organisation through MY.COOP. Increased awareness about farm business via record keeping on farmer and cooperative level.
Entrepreneurship and leadership skill trainings to PC leaders (bus International approach). Mobilizes the internal forces of the organizations and creates spirit of ownership and entrepreneurship.
Value chain collaboration between farmer cooperative Union and buyers. Focusing on business plans to obtain working capital and marketing to deliver the right products and quality. The primary cooperatives are the main suppliers to the union they are member of. This chain focus is key in this proposal.
Farmers Advocacy Consultation Tool (FACT). Training on the FACT methodology for both Unions and FCA and support on effective lobby trajectories.
Training of Trainers to create sustainability both on the level of the unions and primary cooperatives involved. FOs and farmer-led enterprises improve technical and economic services to their members along the value chains:
For the selected primary cooperatives the general understanding among their member farmers about the purpose of their cooperatives will be enhanced. This will lead to increased ownership and clear ideas about the possible contributions of the cooperative. It will give the cooperative clear guidance towards the needed technical and economical services which are demanded from the members. This information will be used to develop sustainable services.
FOs influence policies and business environments for the transformation of family farming and the development of sustainable adaptive economic initiatives and farmer-led enterprises:
Support in effective lobby trajectories at regional level (by the Unions) and at national level (via the FCA) to either obtain land for value adding activities or to change certain policies which currently limit the business of the farmers and cooperatives. As a supportive and governmental organization the FCA and its RCPAs will be included in the project via ToTs to make sure they are aligned and involved and can make the intervention sustainable.
FOs are accountable organisations able to effectively perform their institutional functions:
Good governance finance and leadership practices are understood and implemented by the leaders of the unions and Primary cooperatives. This is key to successful and transparent decision making; fair economic transactions and active participation and loyalty among the members. Improving the understanding of good governance finance and leadership is key at both union and primary cooperative level to ensure maximum functioning of the FO allowing for economic transaction and expansion in the agricultural business. Agriterra and the five unions included in this proposal have been working together for various years. Each union has its specific development path and are in different stages of development. Specific action plans are being developed per client and based on: a) results achieved so far b) current needs of the clients involved and c) aligned with the strengths of Agriterra in terms of training institutional and agricultural development.
AHA will complement the activities of Agriterra. In the past years AHA has trained Ethiopian Trainers in its Entrepreneurship Training approach bus International. This interactive method focuses in 3 modules on the personality of an entrepreneur the development of the enterprise and a compact business plan model. It has proven very effective with Seed Producer Cooperatives in Ethiopia and will have impact on the leaders of the PCs. An additional module to be developed and trained to trainers provides capacity building on selected leadership skills relevant for the PC leaders. It will be an extract that has been trained to leaders of 4 Farmers’ unions in Ethiopia.
Commodity or value chain and products and refer to policy document (national/ regional) where this value chain was prioritized
Taking into account that almost all unions in Ethiopian are multipurpose unions meaning that they are active in various value chains this proposal focuses on various value chains as well: chickpea Niger seed coffee dairy maize and animal fattening. By working on a union level and with a certain number of underlying PCs which are also mainly multipurpose cooperatives the impact of the programme will be bigger than when a focus on one specific value chain is applied. The exception is Admas (mainly Niger seed).
The main market of all unions is the domestic one. The fast growing economy and population of Ethiopia cause that almost all value chains are lagging behind in terms of production supply processing and marketing to the final markets. In the case of Niger seed the Ethiopian government has plans to reduce the import of edible oils and to promote the production and consumption of national oils. Regarding coffee production the Ethiopian Coffee and Tea Authority is reforming the policy to improve the country’s coffee production.
Outcome Unions:
Unions and cooperatives in Ethiopia have originally been established by the Government farmers were pushed to become members. Therefore the objective is not to increase membership but to make it more balances (women/youth) and to focus on active members who do transactions with their cooperative. Although increased membership is not a specific objective it is estimated that the improvement of functioning and performance of the FO will attract new members which will increase the traded volumes expand the services and also increase the financial possibilities of internal capitalization and working capital. It is estimated that at least 20 unions/PCs will succeed in increasing their membership number.
Due to the diversity of value chains the overall outcomes of the Unions will be focusing around value addition and creating a solid collaboration in the chain concerning both input supply and output marketing.
The introduction of demand driven services and new value adding activities will lead to an increased productivity quality and resilient production by members and an enhanced position in the inclusive value chain which will eventually result in better income levels at farmer level. These demand-oriented services are sustained by income generated through the PC's. The increased performance of both unions and PCs that are selected to participate in this program will result in increased sales volumes and profits.
This performance together with the focus on internal capitalisation will form the base to develop concrete business plans that can be submitted to financial institutions with the aim to attract investment loans. Based on the experience of the agencies so far the target is that at least 5 bankable business plans will be made. Exact calculations of the amounts have not been made yet but (for example) Seyemti’s target is to obtain 5 2 million Ethiopian birr through internal capitalisation.
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Program Farmer Common Sense in Business Executive summary of grant application. Agriterra is a network organisation of Dutch agri-employers’ organisations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence by accelerating the development process, ensuring a more equal distribution of income and enhancing democratic decision-making and relations. Additional benefits are the empowerment of women and young people, and the potential to improve rural resilience to climate change. This vision has become almost undisputed, the mechanisms are understood in our theory of change, and the mission derived from it - the strengthening of farmers’ organisations - is the only logical one. Our approaches (advocacy, farmer entrepreneurship and bankable co-ops) have brought excellent results over two decades. Our strategy has been to obtain funds for farmers’ organisations through inclusion in official development cooperation, and we have fulfilled our mission. We now recognise that capital flows have changed: development cooperation is less significant than new flows of capital into developing countries and agriculture. But it is still important to make project funds available – via grants to – farmers’ organisations to support them as they develop truly sustainable incomegenerating models. The appearance of local and multi-national companies with sourcing and selling aspirations at the ‘base of the pyramid’ brings the farmers ’organisations a huge opportunity. Corporate Social Responsibility (CSR) is becoming more important, and we can help companies connect, via farmers’ organisations, to the pyramid. Banks and investment funds are seeking to increase their portfolios in agriculture and agribusiness, and are searching for bankable clients and projects in developing countries, while companies are interested in produce of small farmers. Agriterra has the systems, procedures, approaches, people and capital necessary to take advantage of these opportunities. Thus, connecting with these flows should allow the development of new income-generating models for both Agriterra and our clients (farmers’ organisations and cooperatives). An issue to work on in this programme period. The policy environment is favourable, because agriculture, food security and farmers’ organisations are back on the agenda. Modern policy calls for private enterprise, civil society and governments to work together. Agriterra is itself an expression of collaboration between organised farmers, rural women and cooperative businesses in the Netherlands. It has always enjoyed good relations with the Dutch government. Under the current funding proposal, Agriterra plans to intensify its role in connection with governments and companies, especially from the Netherlands. Agriterra mobilises hands-on experience from the Dutch agricultural sector via the socalled Agripool. Experience-based knowledge is increasingly important to fulfil the demands of private enterprise wishing to connect with smallholders, so we are developing a new business strategy to reflect the changing business environment. The strategy takes advantage of the way business is changing, 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’ organisations. Instead, it offers them the expertise and knowledge needed to tap into funds available from different sources. Agriterra also supports them to produce financial strategies that underpin actions to further their members’ interests. The proposed international sourcing of agripoolers will broaden the supply of personnel, allowing stricter screening and high quality responses. And the professionalization of the Agripool will lead to efficient deployment of experts that match client requests. vii Local and foreign companies alike are seeking products from the bottom of the pyramid. With our three approaches (the Agriterra fundamentals: farmer-based advocacy, farmer entrepreneurship; and farmer-led agribusiness development), and with staff advisors and agripoolers, Agriterra works ‘from both ends’ towards an association of these companies with the social base of the associations and cooperatives. This strengthens our clients in their operations, as well as in their position in value chains, the economy and society at large. Agriterra does this - in the words of Dale Carnegie, the farmer’s son who became the developer of courses that bear his name - “with flaming enthusiasm, backed up by horse sense and persistence”. Our consistent vision is that strong farmers’ organisations and cooperatives will change the character and speed of development, leading more swiftly to democratic relations and a smaller gap between the rich and the poor. The plan has a budget of 71,000,000 euros, of which 55,000,000 euros are requested from DGIS as subsidy for the next five years. Follows Agricultural cooperatives
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Professionalisation des coopératives rizicoles et amélioration du niveau de revenu des riziculteurs Après les premières années de croissance le volume de riz acheminé au marché par Lofepaco stagne. Ainsi elle compte réaliser des actions pour professionnaliser la filière riz et augmenter le revenu pour les rizicultrices . Cette professionnalisation passe par une bonne structuration des coopératives agricoles impliquées deja dans la commercialisation du riz produit par les personnes appartenant aux organisations membres de la LOFEPACO. Renforcer les coopératives impliquées dans la production et la vente de riz en vue d'améliorer le niveau de revenu gangé par les riziculteurs . Les activités qui seront réalisées sont:
-la sensibilisation des masses sur le mouvement coopératif dans les zones de production du riz
-la mise en jour des listes des membres
-l'organisation des réunions bimensuelles du comité de pilotage
- le coaching des dirigeants des coopératives rizicoles sur la collecte de paddy l'entreposage le decortiquage les ventes groupées et la tenue des registres pour toutes les informations.
- le diagnostic des coopératives de riz et élaboration plan de renforcement et prévention des risques économique et financier des coopératives rizicoles
- la Recherche des nouveaux marchés et formaliser des anciens et nouveaux marchés avec la participation du comité de pilotage)
- la formation les dirigeants des coopératives rizicoles sur les principes de fonctionnement d'une coopérative
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Strengthen the cooperative and improve vegetable production and productivity bull;BHAG: Establishing farmers owned Potato and /or tomato processing factory. The crop will be decided after Value creator mission. So the union will first focus on increasing working capital with more members higher production per member and internal capitalisation i.e. stock dividend before investing in a processing machine Zengena Irrigation users marketing cooperative union started its operation in 2005 E.C. During the establishment the union was having 21 primary cooperative members in 8 woredas and 3 city administration. i.e. 6651 smallholder member farmers and 478 000 ETB capital. Currently the number of PCs reached to 28 the number of member farmers has become 6651 and works in 9 Woredas and 3 city administrations. The union capital is around 4 346 876.90 million ETB. The union mainly purchases Malt barley vegetables and vegetable seeds from its members. It also supplies agricultural inputs such as improved grain and vegetable seeds urea and DAP and consumer goods to the members. The first focus of the union is increasing working capital with more members higher production per member and internal capitalisation i.e. stock dividend before investing in a processing machine. The goal for the 2020 year project is to strengthen the cooperative and improve vegetable production and productivity 2020 Action plans focus on:-1.Strengthen Marketing activities of a union by promoting the union in a different marketing platform 2. Increase working capital of the union through increase membership 3. Improve production and productivity of vegetables
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Augmentation de la taille du business et accès au financement En 2018 la CPNCK a acquis de nouveaux terrains pour des nouvelles microstations de lavages de cafeacute; et a vendu 4 conteneurs de cafeacute; vert K3 agrave; HACOFCO MAISON JOBIN THIS SIDE UP et Tropicore. En 2019 la coopeacute;rative a pu augmenter la vente vers 5 conteneurs. La coopeacute;rative a aussi trouveacute; plusieurs contacts lors de la participation World of Coffee agrave; Amsterdam et Berlin. Elle a commenceacute; avec lenregistrement des immobilisations au cadastre pour lobtention des certificats. Pour 2020 les grandes ambitions pour la SCPNCK sont daugmenter la taille du business de renforcer sa base des adheacute;rents capitaliser les deux certificats (biologique et SPP) obtenus dameacute;liorer sa gestion financiegrave;re et de vendre 6 conteneurs de cafeacute; vert mais aussi utiliser les contrats des acheteurs pour acceacute;der au financement de la campagne de cafeacute;. Les actions deacute;veloppeacute;es dans ce plan devront mener agrave; laboutissement de ces ambitions. A travers ce projet la coopeacute;rative vise laugmentationd de la production lameacute;lioration de la qualiteacute; et la conquecirc;te des nouveaux marcheacute;s au niveau international et laccegrave;s au financement de la campagne. La coopérative SCPNCK voudrait de plus à plus augmenter sa part de marché en améliorant la qualité et la quantitié de son café. Elle voudrait nouer des relations solides avec les acheteurs. En outre elle voudrait accroître ses possibilités d'accéder au financement en mettant en gage ses immobilisations sécurisées. Les actions à mener pour cette période portent sur : - Organiser l'audit des états financiers pour 2019;- Appuyer l'enregistrement des mimmobilistions au cadastre et l'expertise immobilière;- Organiser le suivi de l'application du compost organique;- Organiser les rencontres de planification de la campagne d'achat de café;- Organiser la compétition entre les micro stations de lavage sur la production du café de qualité et la réduction des coûts;- Mettre à jour les outils de maketing de la coopérative : siteweb histoires de café et dépliants.Les indicateurs à vérifier seront notamment le nombre de producteurs ayant participé aux activités le nombre de conteneurs le nombre de clients le volume vendu volume de crédit ...Le suivi se ferra de facon memsuelle.
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Moving towards full licensing (2) <p>Aberdare is in process of improving its financial ratios in order to be fully licensed by the Sacco Societies Regulatory Authority (SASRA). </p>
<p>In 2016 continued support will be on helping Aberdare SACCO to move towards full licensing. They are working hard on this especially to meet the core ratios demanded by the regulator. Authority has been given by the AGM to sell none core assets and bring the money to the core business. The Sacco has therefore been looking for a buyer for some of the fixed assets. This is planned to be finalised in 2016.</p>
<p>Focus in next action plan will be to continue managing loan defaults (huge steps have been made in 2015 important to keep this in control) continue restructuring the balance sheet and market the Sacco’s services more. </p>
<p>In January 2016 a workshop on Capitalisation issues & benchmarking KPI's is scheduled. Further monitoring will be based on the newly developed dashboard.</p> <p>Moving towards full licensing by SASRA</p> <p>Focus in action plan is managing loan defaults continue restructuring the balance sheet and market the Sacco’s services more. A new strategic plan will be alaborated and dashboard of KPI's introduced to better monitor performance of the SACCO.</p>
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Optimizing sesame export marketing professionalizing union management and selected PCs <p>Metema multipurpose cooperatives union is situated in North Gonder zone Metema district Genda Wuha town of Amhara regional state. The union was founded in 1999 by four primary cooperatives with 52 000 ETB capital. Currently it has 37 member cooperatives from three woredas and the capital is 17 823 400 ETB. The union mainly purchases sesame cotton and sorghum from its members. It also supplies agricultural inputs like improved seeds pesticide fertilizer and herbicides and consumer goods to the members and non-members. The union is situated in the high potential sesame producing area of North Gondar zone. It’s known for being one of the potential sesame producing union in Amhara region. In addition to sesame cotton and sorghum are highly produced most by member farmers. The union has been getting support from C4C project since 2013 on different areas; business planning export marketing cooperative governance and leadership post-harvest handling and management Peachtree Accounting key staff recruitment warehouse management. In addition to these at different time discussion platforms have been organized to let union and PC discuss their internal issues (like yearly purchasing and marketing performance marketing modality to be used between the PC and Union etc.).</p> <p>Professionalizing the management of sleeted PCs by hiring manager<br>• Strengthening the governance and leadership capacity the union board <br>• Enhancing the relationship between members PCs and union <br>• Mobilizing 2 million birr through internal capitalization <br>• Improving the internal administration operation & financial record keeping practices at the union and PC level<br>• Increasing the farmers access to input finance <br>• Improving women participation in leadership and decision making<br>• Improving farmers agronomic practice and sesame productivity<br>• Output marketing of 51 500 quintal sesame</p> <p>Though the union has a good potential for production and marketing of sesame and has been supported by C4C project the current and past trends shows inadequate performance in collecting members produce marketing of its produce to export and high price fetching local market. This is mainly because of the following key constraints: The first is reason the union is highly dependent on borrowed money/weak internal capital mobilization effort. Even this year the union could not get working capital credit from any bank since the union have 6.3 million outstanding loan. The second reason is farmers’ exhibits frequent side selling to local traders since they have binding agreement with local traders. This is happening as farmers need credit in the planting pre-harvesting and harvesting periods for buying their inputs (seeds fertilizers pesticides) either in kind credit or in cash credit. The traders are more organized and they have stepped in the finance gap small scale farmers faced. The traders lend money to farmers and then insist the farmers to sell their sesame to the traders upon harvesting. These practices would have an impact on the PCs and union output marketing volume. The third reason is the existence of weak linkage between the member-PCs and the union. The fourth reason for limited performances of the union relates to the existence of fewer staff and frequent turnover limited knowledge and skill on cooperative governance leadership credit administration and financial record keeping system both at the union and PC level. Hence the 2016 action plan try to address the above problems and specifically focus on:<br>• Professionalizing the management of sleeted PCs by hiring manager<br>• Strengthening the governance and leadership capacity the union board <br>• Enhancing the relationship between members PCs and union <br>• Mobilizing 2 million birr through internal capitalization <br>• Improving the internal administration operation & financial record keeping practices at the union and PC level<br>• Increasing the farmers access to input finance <br>• Improving women participation in leadership and decision making<br>• Improving farmers agronomic practice and sesame productivity<br>• Output marketing of 51 500 quintal sesame</p>
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