devinitorg/iati-policy-markers huggingface dataset:
2022 Moldavia protección de la población más vulnerable afectada por la crisis de Ucrania 2022 Moldavia protección de la población más vulnerable afectada por la crisis de Ucrania Respuesta humanitaria integrada e inclusiva en Moldavia para garantizar la protección de la población más vulnerable afectada por
el  conflicto en Ucrania.
2022 Ucrania y Moldavia Educacion en Emergencias 2022 Ucrania y Moldavia Educacion en Emergencias Educación en emergencias y apoyo psicosocial para la población afectada por el conflicto en Ucrania y Moldavia, especialmente niñas,  niños, adolescentes y mujeres
2022 Ucrania Accion Contra el Hambre Atención de necesidades básicas comunidades de acogida moldavas 2022 Ucrania Accion Contra el Hambre Atención de necesidades básicas comunidades de acogida moldavas Actúa y prepara Moldavia: Atención de necesidades básicas, de protección y de resiliencia en las comunidades de acogida de refugiado s y de mujeres,niños y niñas en riesgo
Suva-Nausori Water Supply and Sewerage Project (Supplementary Loan) The objective of the project is to assist human and economic development in Fiji through the development of water supply and sewerage services in the Suva and Nausori urban areas. A new water source will be developed, water treatment plants will be extended and rehabilitated, and pipelines and distribution systems will be developed; sewerage pumping stations and trunk services will be rehabilitated, and sewerage networks will be extended. The project will provide water and sewerage services of a standard that is suitable for commercialized operations, and will complement institutional developments that are being assisted by the Bank.
Transport Infrastructure Investment Sector Project (formerly Bridge Replacement Project) The proposed project will improve access to socioeconomic opportunities by supporting the government in upgrading and rehabilitating land and maritime transport infrastructure.
COVID-19: Sustained Private Sector-Led Growth Reform Program (Subprogram 3) The subprogram 3 supports the government to create an environment in which the private sector can drive economic growth through investment, improve management of public finances, strengthen the performance of state-owned enterprises (SOEs) and open private investment opportunities, and improve the business and investment climate. The coronavirus disease (COVID-19) and associated containment measures have negatively affected the private sector in Fiji. The program supports the government’s immediate response to COVID-19 as the government seeks to support businesses through this period.
Emergency Assistance for Recovery from Tropical Cyclone Winston The emergency assistance loan (EAL) provides $50 million to assist the government finance additional disaster-related recovery expenditures in the FY2017 budget. The government requested ADB financing primarily to assist with reconstructing and building back better 495 schools that were damaged by Tropical Cyclone Winston. Of this total, 219 schools have been extensively damaged and government anticipates being able to rehabilitate approximately 60% of these during FY2017. All new buildings will be required to adhere to stringent standards to maximize their ability to withstand natural disasters. In addition government proposes to use a significant portion of the loan to finance expenditures for the Help for Homes program. This follows a request by the government to both ADB and the World Bank on 11 April 2016 for fast-disbursing emergency finance. In preparing this operation, ADB has worked closely with the World Bank, which will seek Board approval for $50 million of financing for its policy-based operation on 30 June 2016. 

The EAL complements other support that ADB has provided following Tropical Cyclone Winston, including a $2 million grant from ADB's Asia Pacific Disaster Response Fund. The grant agreement was signed by the vice-president of Operations 2 during a visit to Fiji on 28 February 2016 and was disbursed on 29 February 2016. ADB also mobilized $0.3 million from the Pacific Regional Infrastructure Facility to bring a team from Tonga Power (with which ADB worked previously on cyclone reconstruction in Tonga) to assist the Fiji Electricity Authority restore power lines. ADB is exploring possibilities for financing from the Japan Fund for Poverty Reduction to support the recovery effort.
Fiji Flood Rehabilitation Project A tropical depression (TD17F) and tropical cyclone Daphne with associated heavy rainfall significantly affected the Western and Central Divisions of Fiji from 29 March - 3 April 2012 causing landslides and widespread flooding of low lying areas. Over 200,000 people were directly affected with 14,000 people requiring shelter assistance at 180 evacuation centers opened throughout the Western and Central Division. Floods and landslides claimed four lives in total with one person reported missing. Water and electricity supplies have been disrupted and critical infrastructure, especially roads, bridges, and dams, have suffered extensive damage over and above that caused by the January 2012 floods. Similar to the last floods, the Western Division is the main impacted area but more provinces and districts are currently affected (the north coast and western half of Viti Levu).

A state of natural disaster was declared on 30 March 2012 for parts of the Western Division of Viti Levu and published in the Government of Fiji's Gazette on 1 April 2012. The National Emergency Operations Centre (NEOC) is coordinating and monitoring recovery measures which are being undertaken by relevant government agencies and NGOs. 

The Fiji Red Cross and other nongovernment agencies are assisting the impacted population throughout Fiji and in the evacuation. Initial damage and needs assessments have been undertaken for agriculture, health, water and sanitation, roads and various other sectors. Estimates from this assessment released by NEOC indicate damages to be over $40 million.

To date, relief efforts have focused on priority areas such as the provision of shelter, education, food supplies, and the restoration of critical infrastructure, water and health services. Based on preliminary estimation of damages, additional resources are required to meet relief needs. The Government of Fiji requested immediate ADB assistance under the Asia Pacific Disaster Response Fund (APDRF) on 5 April 2012 recognizing and appreciating previous support provided by ADB through the APDRF in February 2012. To augment government and development partner assistance for the basic needs of the impacted population, especially in relation to rehabilitation work and restoring of essential services.
FishTechIndonesia Strengthen the Indonesian aquaculture sector to become more competitive and sustainable by introducing and implementing scalable Dutch technologies and expertise The overall impact of the proposed project is to contribute to a more competitive and sustainable aquaculture sector in Indonesia, enable relevant actors to improve productivity and food security whilst reducing the impact on the environment. Indonesian aquaculture sector (farmers mostly)
Public Finance Management Modernization Project 2 The development objective of the project is to improve effectiveness, control and accountability of public expenditure of the Republic of Tajikistan.
Support to Public Finance Management in Tajikistan Single Donor Trust Fund The PDO for this project is to improve the effectiveness, control and accountability of public expenditure of the Republic of Tajikistan.
Laying foundation by increasing milk volumes In June 2015 company assessment of Muruny Farmers' Cooperative Society was conducted.

The mission team concluded:That there is no clear business case (in the sense that there is an investment needed by a financial institution) to work on since the basic practice of the company are not solid enough. The milk intake is very low and there is a huge over capacity in the cooling units. Furthermore the organization needs to professionalize their operations urgently. One of the weak points is the financial organization. A dedicated senior accountant is missing and there is no ICT infrastructure to facilitated accurate management information.



Amongst the members there is a low level of professional knowledge to manage good fodder which results in low yields per farmer. Currently the organization is not supporting their members with necessary education since an extension department is not operational. Finally both board and management need to be trained in governance, finance, strategy and operational excellence. 



The mission team advise Agriterra to start a partnership with Muruny by helping them to strengthen their people & organization and to improve the quantity of milk supply.

The action plan focuses on strengthening of the cooperative's financial management and governance, and on increasing milk volumes to increase net margin per liter of milk resulting in a better milk price to the members.

Laying foundation by increasing milk volumes
Desarrollo de silos en las filiales de ANAPO La Asociación de Productores de Oleaginosas y Trigo (Anapo), fue fundada el 15 de mayo de 1974 y tiene por misión representar, defender, asesorar y asistir a sus asociados concentrados en el departamento de Santa Cruz.
La institución ha venido diversificando sus servicios, con la finalidad de atender las necesidades y expectativas de sus asociados. Estos están relacionados con temas de: acceso a mercados, pago de impuestos, abastecimiento de combustible, seguridad jurídica, mejoramiento de caminos, transferencia de tecnología, entre otros.

Tras iniciar la colaboración con Agriterra en años pasados, en 2017 el Plan de Acción refleja la culminación de aquellas actividades no finalizadas en el Plan de Acción 2016 debido a las adversas condiciones climatológicas que centraron los esfuerzos de la organización en minimizar los peores efectos para los productores asociados.
A su vez debido a las fortalezas de ANAPO se comienza en 2017 la colaboración con sus asociaciones afiliadas prosiguiendo el trabajo de2016 cuando se realizó un estudio de viabilidad para la construcción de silos de almacenaje en dos de sus filiales. En 2017 se procederá a realizar el proyecto en diseño final en ambas filiales, así como realizar un taller de lecciones aprendidas en el proceso de desarrollo de los silos a una tercera filial para una posible implementación futura. 

       Actividades de Proyecto-Elaboración   Plan Estratégico y Financiero Institucional 2018-2022
       -Desarrollo del pensamiento estratégico
       -Compartiendo   Lecciones aprendidas del Desarrollo empresarial de las filiales de Anapo con   la Filial de Cuatro Cañadas
       -Desarrollo   del proyecto en diseño final para la implementación de silos de acopio en la   Sociedad Comercial de Productores del Norte Integrado
       -Desarrollo del proyecto en diseño final para la implementación   de silos de acopio en la filial San Julián Servicios-Taller   de gestión de costos de producción-Taller de gestión financiera básica
-Taller de gestión financiera estratégica
- Misión de intercambio a CAPECO (Paraguay) y red INBIO 
  

El BHAG para 2017 consiste en desarrollar los proyectos de construcción de silos en dos filiales asociadas a ANAPO, e iniciar el proceso de socialización en una tercera filial para conocer el posible interés en construir silos.
Working towards becoming a bankable business Wino Agricultural Marketing Cooperative Society (WAMCS) is a primary society established in 1993, as the commercial organisation of WIDA, a Swedish-supported NGO, created in 1990. A SACCO was also created parallel. The Swedes left in 2006, creating a huge challenge of doing things without donor money. Of the 1100 members, some 500 subsistence farmers are dormant members, as one cannot leave the coop voluntarily. 400 farmers contribute to the economic activity of the WAMCS: All of these 400 members grow maize and beans, while 200 of them also grow coffee. The coffee is mainly practiced by the older members, as no youth seems to be interested.
Regarding beans and maize, due to lack of customers and price volatility, there have been years in which the organisation has not commercialised these products. Credit is more difficult to obtain with stricter rules handled by its ‘sister organisation’, the Wino SACCO. However, the National Food Reserve Authority is buying maize again, and the organisation has a refurbished warehouse, which is almost paid off, thus increasing their assets on the balance sheet. They also have ambitions to add value to the maize by milling it and marketing the maize flour. The company has its financial records in order and seems to be motivated to make a turn for the better regarding the involvement of youth in coffee and to implement its business plan for the milling and marketing of maize. Agriterra support this organisation in its efforts to:
1.	Improve the organisation’s orientation (writing of a strategic / operational plan);
2.	Improve the marketing of maize and beans, including value addition of maize (feasibility study);
3.	Improve youth participation (survey to identify needs and setting up youth committees);
4.	Improve the supply of affordable, non-poisonous but effective inputs (organic inputs training);
In a year’s time it should become clear if this organisation is a good candidate for a permanent place within Agriterra’s team 1 portfolio.

1.	Improve the organisation’s orientation (writing of a strategic / operational plan);
2.	Improve the marketing of maize and beans, including value addition of maize (feasibility study);
3.	Improve youth participation (survey to identify needs and setting up youth committees);
4.	Improve the supply of affordable, non-poisonous but effective inputs (organic inputs training);

1. Improve the organisation’s orientation (writing of a strategic / operational plan);
 2. Improve the marketing of maize and beans, including value addition of maize (feasibility study);
 3. Improve youth participation (survey to identify needs and setting up youth committees);
 4. Improve the supply of affordable, non-poisonous but effective inputs (organic inputs training);
Increased production by members, improved marketing and financial sustainability Partnership between IDRA and Agriterra started in 2010. 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.

Activities in action plan:

1.1 Improved service provision structure to members; action plan available plus financial projections1.2 Continuation of 20 demonstration plots 1.3 Provide extension services that are financially sustainable, by ensuring that members who receive extension services market their rice through IDRA2.1 Governance Training2.2 Elaborate new IDRA Strategic Plan incl. marketing plan and financial forecast to become more financially independent.2.3 Enhance financial sustainability of IDRA through internal capitalisation and paid membership services; show added value of IDRA to realize a higher percentage of paid-up members2.4 Improve business plan SINZA Women’s Association2.5 Member meeting to explain what services IDRA provides to its members (and what not)2.6 Facilitation of monthly board meetings3.2 3.1 In-house Basic financial management training –3.3 Financial management / governance training for SACCOs4.1 Workshop Record keeping and services for members (together with CDRA)

Increased production by members, improved marketing and financial sustainability for IDRA.
Improving production, marketing and the organisation of the Cooperative Union Started in 2005 with the mission of developing a strong dairy sector in Rukunguri and Kanungu district. Improve farmers’ income from dairy sales. Situated in Rukungiri, South Western Uganda. 5 societies are in Rukungiri distruct while Kanungu has 1 society. Kanungu isn’t good in dairy keeping only depending on Rukungiri area. 
RUDAFCU operates in these 2 districts with a combined population of 333,000. It is mainly a milk collecting and processing cooperative union with 6 collecting and 5 selling centres. Over 1000 farmers deliver their milk to the 6 collecting points or to the truck along the route.
Year 2016 is a year of increased production and value addition for better market access. To accomplish this goal the actions for this year are:
 Production: - repair and improve production plant - train staff how to use the machinery
 Financial Management: - train management and board on financial management - training internal capitalisation
 Marketing: - set up a marketing plan (intern) - set up a marketing information system
 Make an overall Business plan.

Year 2016 is a year of increased production and value addition for better market access. To accomplish this goal the actions for this year are:
Production:- repair and improve production plant- train staff how to use the machinery
Financial Management:- train management and board on financial management- training internal capitalisation
Marketing:- set up a marketing plan (intern)- set up a marketing information system
Make an overall Business plan.

Improve production processImprove marketing (marketing/ businessplan)Improve financial managementStrengthening the organisation/ management
New business opportunities for milk cooperative The KPBS Pangalengan cooperative was established in 1969 as the first cooperative of Indonesia with 600 members as an answer on the increased power of the middlemen. Since the start the cooperative has grown and has currently 6,873 members, about 16,850 cows and produces 137,000 kilograms per day of raw milk.   

KPBS is a well performing professionally run organization with good quality milk. The chairman of the board is entrepreneurial and also the other board members have been installed for several terms already. The management and bookkeeping systems are in place and financial situation is good. 

As the cooperative is operating already well, focus for capacity building has been only on these parts of the organization which needs additional support. Within the organization capacity building of board members and staff will be set up. On the side of operation focus will be on volume and quality and technological adaptation.

Based on the above problem analysis, the following aspects will have the urgency to focus on the coming year. 
•	Hygiene: improve testing, education (extension workers to train the farmers), more cooling units
•	Optimize current farm management by improved feed
•	HRM policy
•	Manual for financial procedures and policies
•	English course


One of the main questions for the team agribusiness is how the business case will contribute to the targets. In view of the action plan and the targets of the agribusiness team, the following aspects are relevant for the year 2012: 

Nr.	To achieve	                       Part of the plan
1.	Business plan developed	Yes
2.	Possibly attracting of investments	Yes
3.	Increase of milk intake	10%
4.	Decrease of bacteria content	Less than 2,000,000
5.	Nr of Agripool missions	5

Development of a business plan
Expansión comercial a nivel nacional e incursión en agroindustria II Comsab cuenta con una base y unos directivos muy comprometidos y ambiciosos, y con un equipo gestor capacitado para desarrollar nuevas iniciativas de negocio.
La situación financiera es estable y saneada, y cuenta con un buen historial crediticio, aunque se requieren mejoras en capacitación a los directivos y elaboración de presupuestos. Además de ante sus socios, la cooperativa goza de una buena reputación ante entidades financieras y proveedores
Las principales estrategias que apoyará Acodea en este nuevo plan de acción serán la ampliación de puntos de venta de producto fresco y la incursión en la agroindustrialización ya sea de pelado como de segundo nivel (harina, tostones).
También se seguirán apoyando las labores para la mejora de la inclusion de jóvenes y mujeres en la cooperativa. 



A diseñar en Agosto 2018
Sustainable market for members through value addition of Lentil Barek Aleltu Farmers’ cooperative union is found in Norther Shoa and Special zone of Oromia Regional state in Sendafa town which is 40 Km from the capital city of Addis Ababa. The union was established in 2002 by 7 primary cooperatives that had a total individual member of 8162 (Male=7123 and Female=1039) in two districts with the capital of 177,000 ETB. The union was established to solve the members common socio-economic problems that cannot be addressed by primary cooperatives. Currently the union covering 4 districts, namely Barak, Alaltu, Kinbibit and Abichu districts and the numbers of primary cooperatives increasing to 60 with individual members of 51805 (Male=46,039 and Female=5766). Moreover, the capital of the union is growing to 25 million ETB. The agro-ecology of the union is highland and mid-highland. The major crop grown in the area are wheat, teff, lentil, barely, bean, fab bean, chickpea. The area is very suitable to animal husbandry and availability of abundant grazing land. The union have a linkage with consumers cooperatives in Addis Ababa and university to supply farmers produces for feed. Currently the union have 42 employees, out of this 31 are constant staff (male; 24 and Wome:7) and 12 temporary staff. The union aim to establish Lentil seed processing factory and upscaling the animal feed processing to engaged in animal husbandry. Agriterra can contribute for the realization of smoking chimney of lentil processing factory via internal capitalization at union levels and also capacitating the skill and knowledge of employee and also digitalizing the financial management system of the union. 

The 2018 AP will focused on the following objectives:1.  Creating at least one market linkage with international buyers 2. Developing the organizational structure of the union and 4 PCs for export readiness 3. Digitalis the financial management system of the union by adopting Peach-tree software 4. Develop the supply chain modality for exporting coffee in attractive manner

Engage in Lentil value addition and increasing the income of members
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.

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

To improve milk volumes through improved extension
To improve milk hygiene through reducing the bacteria count
To improve the management of the cooperative entreprise