devinitorg/iati-policy-markers huggingface dataset:
Sustainable Water for Inclusive Akagera Valley Improvement (SWIAVI) Preparation and establishing of sugarcane farmer cooperatives in Masaka area in Rwanda

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Elaboracion de un plan Estratégico con objetivos SMART (Especificos, Medibles, Alcanzables, Con resultados , Y tiempos definidos). Delimitación de un periodo para la finalizacion de compra de acciones y acciones promocionales para su compra.. Contratacion de 1 Ig. Agrónomo por 12 meses. Estudio logistico para determinar puntos de acopio, medios de transporte potenciales, agrupar cargas y periodicidad de entrega en bodega, ubicación de posible un posible nuevo centro de acopio. . Implantacion de un sistema de trazabilidad, implantacion de un sistema de calidad a la recepcion del producto. Asistencia a feria/eventos internacionales para busqueda de nuevos clientes. Auditoria de cuentas financieras. Software de gestión empresarial (Contable, inventario, producción, ventas, etc
Setting up an agri-agency in Spain This project has been created to administratie the funds provided to Acodea for management support

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This project has been created to administrate the funds provided to Acodea for its activity in Latin America
Governance and leadership - Ethiopia Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:
  
•       Cooperative Governance training
  
•       Supervisory board training
  
•       Member commitment
  
•       Gender & female leadership
  
•       Youth
  
•       HR management 

Strengthened governance and leadership of farmer organisations and cooperatives in Etiopia

Strengthened governance and leadership of farmer organisations and cooperatives in Etiopia
Capacity building of beekeepers and expanding the international network Advice: Go for execution (October 2010): 

The proposal has been adjusted  for three months only and should be seen as a getting started project. With this small project Agriterra and SPUSK can get used to each other and well acquainted with each others' working style and things like financial management. The project includes an exchange visit to Slovenia, travel budget for coaching to member associations and purchase of communication equipment for SPUSK and members associations (computers)  in order to better communicate and provide trainings to the members. 

An advisory mission by the Dutch beekeepers association will support SPUSK in defining its longer term objcetives, activities and cooperation with Agriterrra/IFAD and the dutch beekeepers association. This misison will take place in November 2011. 


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This concept note focusses on the capacity building of the association as well as the capacity building (technical skills) of the individual members.

SPUSK proposes to organise an advanced training course on modern technology beekeeping for 50-60 professional beekeepers with international trainers. 

A basic training course is proposed for 30-40 starting beekeepers, mostly young people. This course will be organised by SPUSK and they will themselves arrange the trainers.

A third training will be arranged on royal jelly and queen bees for the more advanced beekeepers. These products can add a good additional income for beekeepers.

The training programmes will be further elaborated by SPUSK and shared with Agriterra, including detailed costs as well as the planning. 

It is important that SPUSK is expanding its international relations in order to be fully updated about the EU standards, as it is expected that very soon the EU will allow Bosnian beekeeping products in the EU. An international training on EU standards is therefore part of the proposal. 

In order to strengthen the functioning of this young association, it is proposed to provide laptops to the 8 municipal associations being member of SPUSK. This will enhance the work, linkages, exchange of experiences etc.  

In order to strengthen the functioning as an association, it is important to frequently visit all municipal organisations  organize round tables and lectures and pay field visits to the individual beekeepers to provide technical coaching. A modest budget for monitoring visits, organising meetings and extension programmes is part of this proposal.

working towards a more professional organisation that can advocate on behalf of its members and improve its service provision to its members.
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.

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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.
Viabilisation de la CKK à travers l'appui à la gestion financière et institutionnelle Le projet de viabilisation de la CKK est le résultat d'une analyse de la coopérative faite par Agriterra au cours du mois de juin 2017. En effet, il a été relevé que la coopérative dispose des grands potentiels économiques mais qu'il est des axes qui nécessitent un renforcement aux fins d'améliorer et rendre viable le business de la coopérative

Les activités du plan portent essentiellement sur : 
- La contribution à la codification (identification) des caféiculteurs ;
- L'enregistrement des terrains des micro stations de lavage au cadastre auprès du service du teritoire ;
- Acquisition du logiciel comptable SAGE ;
- Organisation des rencontres à la base autour  de l'adhésion (Sensibilisation sur le paiement de la part sociale et adhésion) ;
- Organisation de la rencontre du CA pour Harmonisation de la forme de la coopérative (Coopérative au lieu de Groupement d'intérêt économique)

Les objectifs du projet consistent à rendre viable la gestion financière de la coopérative et renforcer la base d'adhésion au sein de la coopérative
Mejorando el nivel de representación y la prestación de servicios socio-empresariales AVA ha iniciado en el 2014-2015 un proceso de fidelización con sus cooperativas socias, y en ese período se han realizado acciones que han llevado a AVA a ser reconocidas por sus afiliadas (cooperativas y asociaciones productoras de cacao) y dado inicio a una trayectoria de fortalecimiento, en el 2015 se logró elaboración del plan estratégico institucional con participación de las cooperativas, se modificó los estatutos,se diseño un plan de autosostenibilidad financiera, y se inició la prestación de servicios socio empresariales.

Durante el 2016 se trabajará en consolidar el trabajo iniciado en el 2015, principalmente la implementación del plan estratégico y plan de auto-sostenibilidad financiera.El objetivo principal es: Mejorar la imagen y el posicionamiento institucional de VERDE AMAZÓNICO e iniciar el proceso de su autosostenibilidad financiera, generando recursos económicos para la operación del primer trimestre del próximo año (2017). 



Algunos de resultados a alcanzar serán:1. se ponen en marcha 03 Pilares de la autosostenibilidad financiera de AVA, generado un ingreso económico de S/ 55,000 para la sostenibilidad financiera de AVA2. AVA lidera la convocatoria y realización del Encuentro Regional del Cooperativismo, que se celebra en mérito al Día Nacional del movimiento cooperativo del Perú3. Se validan 03 herramientas y/o metodologías para el fortalecimiento de las organizaciones socias (Promotores Cooperativos; Registros de Finca y SIAVA)

Con las acciones planificadas para el 2016 se espera dar pasos importantes en tres temas:1. Prestación de servicios a las cooperativas de AVA: acceso a fondos para las socias a través de la elaboración de propuestas de proyecto y planes de negocios. 2. Generación de ingresos que permitirán financiar por lo menos 3 meses de los costos operacionales de AVA en el 2017. Se pondrá en marcha las acciones definidas en el plan de auto-sostenibilidad. 3. Dar los primeros pasos para que AVA tenga una representación fuerte a nivel Regional. A través de la trayectoria FACT de Agriterra.4. Validación de tres herramientas metodológicas y puesta en marcha por las socias de: My Coop, Manejo de registros de la finca y Sistema de información SIAVA. 14 organizaciones/ cooperativas de productores de cacao participaran activamente de las actividades, alrededor de 5683 socios de los cuales 570 son mujeres, y 703 jovenes.

Mejorar la imagen y el posicionamiento institucional de VERDE AMAZÓNICO e iniciar el proceso de su autosostenibilidad financiera, generando recursos económicos para la operación del primer trimestre del próximo año (2017).
Augmentation de la quantité et amélioration de la qualité du café La CKK a acqui un logiciel comptable SAGE au cours de l'année 2017. Elle a en outre commencé la codification des membres de la coopératives autour des MSL en prélude de la certification Fair Trade et Biologique. Elle désire augmenter la quantité produite et améliorer la qualité du café afin de permettre un accroissement des revenus des caféiculteurs. Au cours de cette année 2018, la CKK envisage livrer 10 conteneurs de café de spécialité sur le marché international 

Le projet de 2018 porte sur les activités suivantes :
- Audit externe 2017 + présentation à l'AG ;
- Contribuer à la codification des caféiculteurs à travers les MSL ;
- Organiser  la formation sur la capacitation des agronomes et moniteurs sur les standards Fair Trade et Bio ;
- Contribuer aux activités d'inspection Fair Trade et Biologique ;
- Former les producteurs sur la qualité du café au sein des micro station de lavage ;
- Enregistrer les terrains des MSL au service du cadastre du territoire ;
- Coaching du comptable sur le logiciel

Augmentation de la quantitié et amélioration de la qualité du café
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.

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

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.
Advocacy 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.

This project aims further 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.

The goal of this project is :Generate income for NACCFL by providing proposal writing service to member cooperatives through its Advocacy and Lobby Unit (ALU)Create favorable environment for cooperatives by submitting advocacy/policy paper to the government authority.
Re-strengthen base for good business performance (2) Action Plan January – 31st October 2016.Goals: 

• Increase total milk intake back to average 20,000 l/day• Restructure finance, make yoghurt into profitable business, improve governance, implement strategic plan.• Develop marketing plan for pasteurised milk and increase its market

- Exchange visit for model farmers (May) to Lewa PDTC/Wambugu farm - Implementation of extension workplan 

ICT- Updating website www.ndumberidairy.com 





GOVERNANCE- Evaluate progress on implementation SP and Review (implementation) of the Strategic Plan (2015-2018)- Fine-tuning the board charter. 





Coach board on:- implementing plan of approach as elaborated during coop governance program- Board to adopt Finance policy and milk quality manual 





Organisational Development- Training of Staff on a) supervisory skills for departmental heads and team cohesiveness- Refresher course for milk graders on member care and ethics (on SNV’s Action plan)- Calculate working capital needs and get three quotations- Introduce a pilot dashboard for Financial Monitoring, include; Membership, milk intakes, Sales performance, Financial KPI’s etc. 





- Develop a Marketing plan for target market (mission to access needs)o Branding&gt;for pasteurised milk (packaging e.g. black & white)





- Promotional activities.o Baskets and umbrellas (containing Ndumberi’s colours) included therein. To be issued esp. for the stakeholder meetingso Calendars&gt;at agents shops 





- Have Agriterra’s yoghurt MP reviewed and implemented. - Stakeholder forum twice a yearMission for Professionalising milk production and valorisation (Ben Weijers?) 





Review of business plan on processing 





Mission on marketing

Restructure finance, make yoghurt into profitable business, improve governance, implement strategic plan.Develop marketing plan for pasteurised milk and increase its market
Ethiopia - Governance and Leadership 2018 Governance and leadership are the heart and motor of cooperatives. That is why Agriterra developed several products and trainings on this topic:
•       Cooperative Governance training
•       Supervisory board training
•       Member commitment
•       Gender & female leadership
•       Youth
•       HR management 

Conduct:
- 2 Governance trainings
- 1 Supervisory board training
- 1 Woman leadership training
- 1 Youth workshop

Strengthened governance and leadership of farmer organisations and cooperatives in Ethiopia
Scoping and assessment visits to Ghana and Ivory Coast in 2017 / 2018 Fact finding, scoping and assessment mission to Ghana and Ivory Coast 

Fact finding, scoping and assessment mission to Ghana and Ivory Coast 

Fact finding, scoping and assessment mission to Ghana and Ivory Coast
Leadership and management training for leaders and agricultural extension to members null

SOUP is recently accepted prospect of AGriterra. Thsi proposla focusses on building the capacity of the current municipal association leaders  focussing on strategic planning; how to make a workplan; and  European Integration. With improved knowldege on these topics it is expected that the municipal associations will improve their work and they will have better access to various information and access to funds of potential partners.For the members, mostly being mixed or dairy farmers, different extension brochures will be prepared. The following topics are included:  
1. How to improve the quality of milk (in line with new regulations about raw milk) and quantity of milk per animal in a cost effective manner
2. Financial bookeeping at the farm level. For this pupose , 6 farms will serve as a practical example.

•	An overview of prospects/leads for investments in Uganda livestock sector.
•	A list of Dutch companies potentially interested to invest in the Uganda livestock sector, including an overview of subsidy instruments.
Start value-adding activities and start doing business. Manyakabi Area Cooperative Enterprise (MACE), registered as a cooperative in 2004, is a result of several mergers of different women groups over the years. The number of members is 8.016, divided in 400 male members and 7.616 female individual members. The members are part of 28 Rural producer Organisations (RPOs). 

MACE is active in the bulking and marketing of maize and beans. In addition, it has a small input shop, where members can procure seeds and fertilizers. As an additional service, MACE has a Market Information Centre where members can use computer facilities to contact extension workers. 













The action plan for 2016 will be small and focussed. 













In 2015 Agriterra invested in giving 2 trainings to Manyakabi (Governance and setting up a farmer led extension system). These resulted in several actions. To execute these actions Manyakabi needs budget, which is taken into account in the action plan 2016. 













Futhermore 2016 is the year of start adding value and start the business. For this it is crucial to recruit a good business manager. This is also taken into account.













The goals for 2016 are:- follow up on the governance training and the workshop on setting up a farmer led extension service- recruiting a business manager to substantially increase business activity- making the maize milling machine operational- increase market access

The action plan for 2016 will be small and focussed. In 2015 Agriterra invested in giving 2 trainings to Manyakabi (Governance and setting up a farmer led extension system). These resulted in several actions. To execute these actions Manyakabi needs budget, which is taken into account in the action plan 2016. Futhermore 2016 is the year of start adding value and start the business. For this it is crucial to recruit a good business manager. This is also taken into account.

The goals for 2016:- follow up on the governance training and the workshop on setting up a farmer led extension service- recruiting a business manager to substantially increase business activity- making the maize milling machine operational- increase market access

- follow up on the governance training and the workshop on setting up a farmer led extension service- recruiting a business manager to substantially increase business activity- making the maize milling machine operational- increase market access
Scoping and assessments Kenya 2018 Under this project all scoping and assessments activities can be registered

Under this project all scoping and assessments activities can be registered, team Kenya aims to add 2-3 new cleinst to its portfolio in 2018 

Implementar un programa de marketing interno para todos los socios con la finalidad de comunicar mejor todos los temas relacionados con la gestión comercial y empresarial de la  cooperativa. La información es poder y el poder genera confianza en todos los actores.