devinitorg/iati-policy-markers huggingface dataset:
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.

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.

Mejorar las capacidades institucionales de ANAPO para promover el desarrollo empresarial de sus filiales y fortalecer la asistencia técnica orientada a mejorar la productividad.
Product-market combinations for Agriterra advisory services Due to the changing landscape of development cooperation and considering the increasing competition, Agriterra wants to strengthen its competitive edge. The role of Agriterra will seriously change from a project funding agency towards an advisory agency whereby focus on project will shift to a focus on the customer.

Agriterra aims to become a professional , entrepreneurial and customer-oriented organization for consultancy services with a strong focus on change management. Therefore it is important that Agriterra develop  clear advisory trajectories for its clients.   This project has the following objective:  "To prepare the Agriterra teams for a future of paid services by providing advisory services and products with state-of-the-art tools and solutions to adress relevant issues for development of cooperatives and producers’ organisations in emerging economies. 

To achieve this objective , several activities will be undertaken: 1. Inventory of the current advisory services (internal analysis). 2. What is the appropriate advice services? (external analysis). 3. Strategy development (SWOT ) 4. Drafting of advisory trajectories and product development.

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To prepare the 3 Agriterra teams for a future of paid services by providing advisory services and products with state-of-the-art tools and solutions to adress relevant issues for development of cooperatives and producers’ organisations in emerging economies.
Improved Market Position for Wino SACCOS WINO SACCOS was created in 1990 by the Swedish foreign aid service as one of 3 entities (WIDA - ngo / WINO - SACCOS / WAMCS - AMCOS).

Wino SACCOS  for 2018, will focus only on advosry mission as 2017, no action plans need budget for them

Wino SACCOS will only focus on trainings (governance, marketing & financial management) and 1 agripool mission in 2017. WINO SACCOS is a relatively strong SACCOS with sufficient funds of its own. The demand to Agriterra was specifically to receive some trainings in order to grow and proffesionalize. WINO SACCOS will also help to strengthen its AMCOS brother WAMCS.

Wino SACCOS wants to grow and increase its capital and members and become more resilient to competition from other (commercial) banks.
Una industria moderna de chocolate para el mercado boliviano El Ceibo busca con este plan de acción dar continuidad al trabajo iniciado en el 2017 elaborando el diseño final de la planta de chocolate y derivados con un plan de inversion y fuentes de financiamiento. En 2017 se realizó  un diagnóstico de la industria actual de chocolate determinando los cuellos de botella y presentando una visión de futuro para una planta moderna. Asi mismo, se realizó un diagnóstico del personal de ventas buscando mecanismos para mejorar sus habilidades y principalmente contar con personal capacitado, y con protocolos de selección, contratación, capacitación y evalución. También se desarrolló una consultoría del sistema de distribución para el mercado nacional que necesita ponerse en práctica. En 2018 el trabajo se enforcará en contar con el diseño de una planta moderna y con un plan de inversión y de financiamiento. También se trabajará en el fortalecimiento interno, formando a los directivos en la toma de buenas decisiones. Se actualizarán los Estatutos (politicas de rotación del personal, edad de los hijos de los socios, participación de mujeres en la toma decisiones, producción minima de 10 qq). Se creará el departamento de recursos humanos para una mejor gestión del personal y se potenciará el área comercial con campañas de comunicación y estudios de mercado. 

Dentro de los costos locales las acciones planificadas son:
Consultoría multidiciplinaria para el diseño de la nueva planta industrialPuesta en marcha de una  escuela de lideres con 4 módulosActualización de EstatutosDesarrollo del Manual de Funciones de Rercursos Humanos
Dentro de los servicios de Agriterra las acciones planificadas son:
Asesoría de recursos humanos Consultoria de campana publicitaria para posicionar la marca  El CeiboEstudiante en Prácticas - Asistencia a la puesta en marcha del sistema de distribución Participacion en taller de márketing (sujeto a financiación de terceros)Participacion en taller de manejo de registros de la parcela productivaViaje de estudio a Europa (sujeto a financiación de terceros)

Desarrollar un estudio a diseño final para la nueva planta industrial de procesamiento de cacao y derivados para iniciar la construcción a finales de 2018 o 2019.
Improve members' income through organic coffee export business Burka Galeti union has a strategic plan and well targeted business both at the union and members’ PC level. In the coming three years, animal fattening, honey processing, coffee and pulse crop export business are among the major plans to improve better services to its members. For Agriterra collaboration speciality coffee export business case is prioritized. The BHAG of the union is to be the one of the best speciality coffee exporting cooperative union in the country by 2020. Harrar coffee, particularly that of burka galeti union is speciality coffee with high preferences in export market and is known for its winey and fruity, floral-toned acidity&mdash;bright in the cup), even intense&mdash;and with a rich and pungent, heady aroma that is wonderfully reminiscent of blackberries. The farmers are however suffering from unsatisfactory margins from the product output marketing. in 2017 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 beans while accessing organizational strengthening supports from Agriterra. The main organizational strengthening supports asked for is professionalization of the union accounting system and financial managements. On the other hand, the union would like to have a joint interventions at the primary cooperatives levels in empowering women and youths both socially and economically. 

The main activities that is going to be undertaken during 2017 as per discussion with the union board members and management officials are as follows:
Coffee Export market management training
  Conduct financial management trainings
  Participation in governance coaching track
  Conduct peach tree training and follow ups
Export market manager recruitments

The main plan of the union among the other includes opening of export office along the port proximity, having export manager and acquiring organic certificate in a short terms.
Asia - Scoping missions and assessments 2016 Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process, and ensuring a more equal distribution of income and an enhancement of democratic decision makingand 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 inwhich the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way, Agriterra has been able to fulfil its mission. 
Agriterra's new strategy, that runs from 2016-2020 takes advantage of challenges in the business environment, builds on the strengths ofAgriterra’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 has started its 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 assessments in the Asian region 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 assessments in the Asian region 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.
KSU Citra Kinaraya transformation as part of developing rice sector in Central Java Province As Agriterra works closely together with the Ministry of Cooperatives in Indonesia, discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province, Agriterra were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful, it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment. 
KSU Citra Kinaraya is a new incorporated rice producing cooperative. In 2017 their capacity is 15 ton per month. They realised that they need to change antisipating the growing business and get a higher commitment from their members. Citra Kinaraya needs to have a contemporary cooperative workshop to be able to set the right criteria of members, strategic planning and business planning workshop.

Agriterra will conduct Contemporary Cooperative Workshop on 26-28 December 2017 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators, while KUD Pringgodani will cover the cost of the participants, including venue and meals during the workshops.
The next training is Financial Management Training that we plan to do in Feb 2018. We expect by participating in this training KUD Pringgodani is willing to recruit professional accountant and audited by public accountant.
We plan to support Strategic Planning Workshop in Mar 2018, in order to help KUD Pringgodani focusing their business and resources. And Rice Production Business Plan in September 2018 in order to have a Business Plan to be offered to their potential members.
We also pushed KSU Citra Kinaraya to recruit a staff with accounting education background and implement accounting application to monitor the progress of their business.

To transform KSU Citra Kinaraya from a small cooperative into medium cooperative that have more memebrs by professionalizing its management. Main focus for Agriterra support in the first year will be on financial management and the second year to increase the governance transparency and make them ready for access to finance.
Effective service provision for improved agriculture production and agribusiness Nyimba District Farmers Association was established in 200 with vision to have food secure and income secure households in the whole district through sustainable agriculture. NFDA has 1159 active members, and 1700 members in total. The members pay membership fees. NDFA is affiliated with ZNFU, and ZNFU runs national level programmes that are channelled through the NDFA to reach the members. Members are small/medium emerging farmers gradually producing for the market. Main commodities in the district are maize, groundnuts, sunflower, soya, sweet potatoes, cotton. 
BHAG: A financially self-sustaining organisation, able to cover its core costs in 2018 from membership fees; provide quality services to 3,000 members generated through agribusiness, focusing on improved crop production and productivity, improved marketing and a running a profitable agribusiness.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance,  financial management, services provision and business development. 

Development of a strategic plan
Training board and management in governance and financial management
Training lead farmers in book keeping
Training of board and management in sustainable services

A financially self-sustaining organisation, able to cover its core costs in 2018 from membership fees; provide quality services to 3,000 members generated through agribusiness, focusing on improved crop production and productivity, improved marketing and a running a profitable agribusiness.
Competitiveness of mushroom production in Ninh Binh, Vietnam In the past few years, mushroom growing sub-sector in Ninh Binh has emerged and developed with a rapid pace due to increasing demand for fresh and processed mushroom from domestic and international markets. Statistics from the province reveals that the sector has involved over 6000 households in 8 districts of the province especially in Yen Khanh district. 

Ninh Binh Cooperative Alliance has been active in linking actors in the mushroom value chain through provision of support for the formation of farmer groups, mushroom associations in the past 3 years. 
In the last 3 years Ninh Binh mentions to have been able to create more than 13,000 mushroom jobs, among them, 8,000 full time jobs (3,000 poor employees); The income of mushroom growers has increased with 15% and the income of mushroom processers has increased with 20%.

NBCA has as it's goal (Overall Objective):
Enhance the competitiveness of mushroom in Ninh Binh in order to generate jobs and income for about 5.000 households in the province, of which about 2.500 households are the poor.

Objectives are; 
-Promote cooperation and coordination in the value chain (240 member farmers in 12 groups and 107 new member farmers in 6 new groups)
-Strengthen the capacity for growers, cooperatives and processing enterprises (>10 businesses and cooperatives prepare their business plans, >74 farmers trained and apply improved production techniques)
-Improve the quality of mushrooms (120 farmers in 3 groups use 
innovative processing techniques/ machines)  
-Promote public private partnership for a sustainable mushroom development sub sector (80 farmers and 80 stakeholders are in dialogue)

Enhance the competitiveness of mushroom in Ninh Binh in order to generate jobs and income for about 5.000 households in the province, of which about 2.500 households are the poor

 Objectives 
 -Promote cooperation and coordination in the value chain (240 member farmers in 12 groups and 107 new member farmers in 6 new groups
 -Strengthen the capacity for growers, cooperatives and processing enterprises (>10 businesses and cooperatives prepare their business plans, >74 farmers trained and apply improved production techniques
 -Improve the quality of mushrooms (120 farmers in 3 groups use 
 innovative processing techniques/ machines) 
 -Promote public private partnership for a sustainable mushroom development sub sector (80 farmers and 80 stakeholders are in dialogue)
Increased sustainability through increased income and membership Nyimba District Farmers Association was established in 2006 with vision to have food secure and income secure households in the whole district through sustainable agriculture. NFDA has 1159 active members, and 1302 members in total. The members pay membership fees. NDFA is affiliated with ZNFU, and ZNFU runs national level programmes that are channelled through the NDFA to reach the members. Members are small/medium emerging farmers gradually producing for the market. Main commodities in the district are maize, groundnuts, sunflower, soya, sweet potatoes, cotton. 


This project will focus on:
Training production through farmer field schools and sunflower demo plots
Coaching financial management through audit and backstopping
Training in internal capitalization
Coaching in record keeping and improved association business

BHAG: A financially self-sustained organisation with 3.000 members in 2020. For 2018  the aim is to cover its core costs/overhead in 2018 from membership fees/advisory services; provide quality services to the current (2017: 1400 paying members) with trusted partners, focusing on improved crop production and productivity, resulting in better supply management and boosting processing of sunflower and peanut and the marketing, hence improving the agribusiness wing of NDFA.Through effective service provision using lead farmers this BHAG will be achieved. Support is needed in governance, financial management, services provision and business development. As another donor supports the agribusiness component, Agriterra will not intervene in this implementation but will support in the marketing aspects.
Diversification of the business with coffee and cocoa. RFCU is located in Kasese town at the valley of the Rwenzori Mountains. In 2005 MVFA (precursor of RFCU) established as an association that supports vanilla growers with trade connections and technical support. For the Vanilla trade there is one buyer called N’dali estate. Since most of the farmers, organized in 13 different cooperation’s, also grow other crops like coffee MVFA decides to expand its business with coffee and also cocoa (that have a huge potential). The result of this decision was that MVFA turned into RFCU since the beginning of 2014. Since then RFCU supports the 13 cooperatives with a broad range of quality programs to improve quality and to gather funds from different investors to increase the profit. The reason for RFCU to step into coffee and cocoa is also to spread the risks. RFCU bought 11 acres of land in 2014. The aim with this land is to develop it as a community center with storage capacity. The union makes money by trading products. Because the vanilla margins decreased over the last years the union seek for new crops that resulted in coffee and cocoa.  In 2015 RFCU builds a first micro-station (MS) for cocoa fermentation in BundiBugyo to make dry beans ready for export. All is done in a sustainable way with eye for the environment.

1.	Market
-Developing a business plan including a marketing plan
-Training on improving marketing/export skills management
By means of a new business plan, new targets with respect to internal and external working capital requirements need to be set.


2.	Organisation
-Implement a digital accounting system, provide education and training
-Implement a database /spreadsheet for gathering data such as  members, production levels, quality issues etc.

It is recommended to appoint a senior accountant. 

3.	Training
Training board and/or management in Excel, accounting, financial analysis, business planning, leadership and internal capitalization (action plan)

1.	Market
- Developing a business plan including a marketing plan
- Training on improving marketing/export skills management
By means of a new business plan, new targets with respect to internal and external working capital requirements need to be set.


2.	Organisation
- Implement a digital accounting system, provide education and training
- Implement a database /spreadsheet for gathering data such as  members, production levels, quality issues etc.

It is recommended to appoint a senior accountant. 

3.	Training
Training board and/or management in Excel, accounting, financial analysis, business planning, leadership and internal capitalization (action plan)
Prospección, análisis organizativos y auditorías En este proyecto se incluirán todas aquellas misiones de prospección, análisis organizativos y auditorías de proyectos. Dichas misiones se llevarán a cabo a lo largo de 2016.

Identificación y análisis de clientes potenciales, a través de misiones de prospección y análisis organizativo.Auditoría y evaluación de los proyectos ejecutados en 2015.

- 4 proyectos auditados- 2 misiones de prospección- 7 misiones de análisis organizativo- 5 nuevos clientes