devinitorg/iati-policy-markers huggingface dataset:
Developing into a fertile cooperative The cooperative was established in 1973 and started working in the dairy farming in 1981. Currently there are 2,000 members. The main activity of the cooperative is the collection of fresh milk and the transport to the Frisian Flag factory in Jakarta. Other activities are credit facilities for members, a feed mill unit, and a small shop.

The organisation regards feeding and the (un)fertile animals as the main problems to focus on. The coming year the focus will be on the development on improving the fertilisation of the animals (more than every two year a calve) and improving the feed recipy for a good price. Next to this the organisation will receive support by developing a strategic plan and improving the motivation of the staff as well as financial management.

The organisation regards feeding and the (un)fertile animals as the main problems to focus on. The coming year the focus will be on the development on improving the fertilisation of the animals (more than every two year a calve) and improving the feed recipy for a good price. Next to this the organisation will receive support by developing a strategic plan and improving the motivation of the staff as well as financial management.

* Increase the fertilisation rate of the cows. Currently more than 2 years between the birth of the calves. 
* Improve the quality of the feed. More nutritions in the food for the same price.
To establish the first coffee processing (hulling, drying) facility in Mount Elgon region. Bushika Integrated Area Cooperative Enterprise (BIACE) is a member ownedCooperative which started in May 2010 with 10 Primary Cooperatives (PCs). BushikaACE is engaged in a number of value chains and these include: coffee production andmarketing, dairy management, passion fruit production and honey production. Thisimplied that the cooperative is involved in many enterprises and therefore risked losingfocus. Therefore it was agreed that coffee presents a good business case because it iswidely grown in the district by all members and if explored to the maximum it willgenerate huge profits for the cooperativ

Bushika ACE wants to establish the first coffee processing (hulling, drying) facility in Mount Elgon region. 
Establish a coffee processing plant (Hulling and drying)
 Recruit 6000 members who will plant 6000 acres of coffee Each member to produce 900kgs to make 5,400,000 kgs (5400MT)However in order to achieve the above ambitions the ACE will require to initially strengthen its financial management system by ensuring that financial records and reporting is streamlined and conforms to internationally recognized standards. Secondly the ACE will ensure that its governance systems are also streamlined by ensuring that the board and board structures and performing their role. The ACE intends also to improve its internal capitalization in order to build their own capital base. Integration of youth into leadership and activities of the ACE will go along way to build sustainability and better decision making into ACE operations 

The main focus for this year is improved financial management, governance and member commitment in order to create a strong foundation and create sustainability of the union.  
Specific objectives 2018 action plan:     - improve financial management system      - improve cooperative governance- increase member commitment- establish a youth council- create awareness about, and put in place internal capitalisation strategy
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

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

Establishing semi refinery edible oil plant
La professionnalisation de la coopérative de caféiculteurs AMKA est une coopérative de producteurs de café (arabica) d’environ 1313 membres qui a débuté en 2012 par le regroupement des petits producteurs caféiculteurs. Les plantations de café, anciennement propriété des Belges, étaient déjà abandonnées et il n’y avait pas de marché rémunérateur. Les gens sont pauvres et cela a constitué le contexte de base pour la création de la coopérative AMKA dont l’objectif est dès lors de relever le niveau socioéconomique du caféiculteur. 
  

  
En 2014, la coopérative a enregistré une petite production de deux containers, soit 38,4 tonnes de café marchand. En 2015, la coopérative est inscrite au Commerce équitable (Fair Trade). En 2016 AMKA a acheté plus de 700 tonnes de cerises, soit environ 100 tonnes de café vert, vendu à des entreprises privées au Congo qui puisse arranger l’exportation. La collecte de la production est appuyée par COMEQUI, une ASBL Belge.


null

AMKA veut professionnaliser ses affaires, sa gouvernance et sa gestion financière afin de devenir plus indépendante comme organisation. Agriterra a commencé l’appui de l’AMKA à la fin de l’année 2016, avec une vocalisation sur l’amélioration de la gestion financière et la transparence. AMKA a arrangé ses états financiers et une expert-comptable a fait un audit des dernières années. En 2017 l’audit sera présenté au Assemblée Générale et les activités prévue dans le plan d’action s’agissent la professionnalisation de la gestion financière, la formalisation de la relation avec Comequi et l’intensification des activités commerciales.
Team Ethiopia Team supporting activities, like training or coaching during the year on specific topics. Topics like training on advice skills, coaching one-one on  in advance determined subjects, executing team roles and tasks, improving internal process regarding project and mission cycle and actively giving and receiving feedback). Overall goal is enhancing skills, improving cooperation and increasing outcome and productivity 

This project is made to register special assignments and contracts with a general supporting purpose for the team Ethiopia (e.g. coaching, training advicing skills etc.)

This project is made to register special assignments and contracts with a general supporting purpose for the team Ethiopia (e.g. coaching, training advicing skills etc.)
Regaining the lead in the Cassava Industry in the Region The cooperative seeks to strengthen its business position by putting more focus on cassava trade and developing a new business model with its sub-buyers in order to optimize its income streams and protect its long-term position in the business. While the trade for Corn and Rice may be reduced, the cooperative will further analyse the options needed to make these ventures more viable.  The cooperative also sees the need to explore and develop new business opportunities for the cassava products to secure a more sustainable and long-term hold on the business. This initiative will be explored with the possible collaboration with other cooperatives in the cassava industry.                                      

        Strategic Business Planning
   
         New business model for the sub   buyers of cassava / improved business relations with SMFI
   
         Q1   2018
   
             Installation of new   finance-business system for the Agribusiness/Cassava Trade operations
   
         Separate and improved separate   bookkeeping, computerized accounting system and database for the Agribusiness   department
   
         Q2   2018
   
             Explore and develop areas for collaboration   and partnership with other coop producer-suppliers of cassava to strengthen business   position in the industry
   
         Identified areas for collaboration   and partnership with other Coop for business and cassava industry development
   
         Q2   to Q4 2018
        Advice
   
          Conduct   of sub-sector/ industry study/assessment for cassava
   
      Sub-Sector   Study/ Industry Assessment
   
      Q3 2018
   
          Monitoring and Business Advise
   
      Business Advise on demand
   
      Q1 to Q4 2018
   
          Training   
   
          Financial   management training
   
      Board   and Staff trained
   
      Q1 2018
   
          Supervisory   Board Roles and Functions
   
      Board   and Staff trained/ SB /youth included in the org structure
   
      Q4 2018
   
          Value Creator Training
   
      Board/ Mgt and Staff trained/ new business   opportunities identified
   
      Q2 2018
   
          Exchange   visit
   
          Visit   production and processing plant within Agriterra area of operation
   
      Team   exposed and informed on cassava production, processing and marketing
   
      Q3 2018

The cooperative seeks to regain and maintain its position as the top producer-supplier of dry cassava chips in the province of Quirino and improve its business relations with SMFI to become the preferred supplier in the region.  These objectives support the ambition of the cooperative to increase by at least 100% their current production volume by 2020.
Improving output marketing performances of wheat and establishing sound market linkages Dida Farmers’ Cooperative Union is a union with 58 member cooperatives (29,211 smallholder farmers as a member) working in seven districts of Oromia region in Ethiopia. The union has four business lines in its portfolio: Agricultural commodity trading, Supply of agricultural inputs (seed, fertilizer, PP bag and agro-chemicals), Farm Mechanization and Gas station (Kerosene and Naphthalene). 

Agriterra has contributed to the enrollments of a feasibility study and business plan development for edible oil semi-refinery plant investment. However, the union has prioritized purchasing a combiner harvester, above investing in a edible oil-semi-refinery factory. No significant internal capitalization has been conducted to establish linseed edible oil semi-refinery plant. For the same reason, efforts related to internal capitalization was stopped already.



In the earlier two years, 2013 and 2014, the union's output marketing performances have never been more than 600 quintals for linseed. The union had no history of wheat output marketing in those years under the circumstances where the area is known for wheat production. On top of that, the profitability of wheat per hectare ranks first followed by linseed and Niger seed. Hence, there was a limited focus of the union and member participation in output marketing, especially when it comes to wheat.



With changing union management system coupled with Agriterra Advisory services, the union started to output market 2000 quintal for linseed, 1000 quintal Niger seed, 3000 quintal of wheat.

The main focua areas of the 2016 Action plan are 1) Strengthening organizational performances, 3) Increasing the output marketing performances by more than 10%.

Activities proposed at the organization level:



 - Cooperative Governance, leadership and member participation - Conduct financial management training - Follow ups on Governance coaching tracks action points. - Undertake a one day workshop to identify and implement investment options



Activities proposed at the Market level:



- Business forum between Ethiopian Grain Trade Enterprise and Dida Farmers' Cooperatives- Organize a one day discussion session among the 37 PC representatives so as to adopt and expand commission based marketing strategy. - Participation on Purchase and Marketing trainings Market linkage facilitation with different buyiers- Undertake frequnt coaching on business plan development and 3 million birr working capital access

The main focus areas of the 2016 Action plan are 1) Strengthening organizational performances, especially in relation to governance and financial management2) Market linkage for more than 16,000 quintals of wheat made between Dida FCU and EGTE.3) Increasing the output marketing performances by more than 20%
Mise à niveau de la gestion financière de la coopérative RAEK Le RAEK, Regroupement des Agriculteurs et Éleveurs de Kabare-Nord, est une coopérative de producteurs de café (arabica) basé à Chireja, à 25 kilomètres de Bukavu dans le Sud-Kivu en RDC de l’est. RAEK fait aussi la vente groupée de haricots et la production de farine de manioc. Les membres de RAEK sont 5 sous-coopératives sans statut juridique et ensemble ils représentant environ de 2,100 membres. RAEK est créé en 1992 comme ASBL (organisation à but non-lucratif) et RAEK est devenu une coopérative en 2012.

La coopérative a commercialisé des quantités très limitées de café marchand. Un projet avec OXFAM / CTB a permis à la coopérative l’acquisition de dépulpeuses à tambour et l’installation d’une mini-station de lavage. Les dernières années la coopérative gère quelques micro-stations de lavage et commercialise entre 10 et 20 tonnes de café.
RAEK est dans le processus de certification café biologique (environ 600 membres certifié à présent). Seul 10% des membres ont terminé de payer les parts sociales.

Les conclusions générales montrent que la gestion financière est encore faible alors qu’elle est le moteur (cœur) d’une coopérative. Les actions prioritaires sont alors mettre à niveau la gestion financière d’ici 2016 et Organiser les Audits (2014-2015) avant la fin 2016.

Goals:1. Increase Milk production to average 16,000L per day by end of 2017 through improved extenon services to members 2. Elaborated business model for marketing of members’ milk
Ensure equitable access to reliable diagnosis around the world Despite  the  ongoing  challenges  of  the  COVID-19  pandemic,  FIND  capitalized  on  its recently launched strategy and achieved its 2021 goals, delivering an average of 81% of  programmatic  performance  objectives  (versus  80%  target).  Outside  COVID,  four products  in  FIND’s  product  development  portfolio  received  regulatory  clearance; evidence   was   generated   to   support six World   Health   Organization   (WHO) recommendations and policy documents; and 36 clinical studies were conducted, 28 of which relied on newly developed approaches to remote work and remote training. Notably, in 2021, FIND was especially focused on its role in supporting global access to COVID-19 tests and genomic sequencing, through its role in the Access to COVID-19  Tools  Accelerator Diagnostics  Pillar  (ACT-A  Dx).  In  part,  this  meant  engaging substantially with multiple global agencies, and absorbing a large injection of COVID-19 work into ongoing work across FIND’s disease portfolio, including in pandemics threats.
Ensure equitable access to reliable diagnosis around the world FIND’s key achievements in 2022 reflect the impact of the COVID-19 pandemic on our portfolio: alongside steady but at times delayed progress on our 40 product development projects, we led major advances in regional diagnostics manufacturing, evaluated more than 50 COVID-19 tests,and executed new partnerships that reflect an intensified awareness of the critical role played bydiagnostics in pandemic preparedness, disease surveillance, and primary care. Five key areas of focus in 2022 have included:

-Regional diagnostics manufacturing/technology transfer.
-Gonorrhoea RDT.
-Essential primary care diagnostics in Indonesia
-GAVI partnership on diagnostic tests for surveillance of vaccine-preventable diseases
-HAT elimination
Country core capacities for health emergency preparedness and the International Health Regulations (2005) independently assessed and national action plans developed Operational readiness plans (WHO and partners) implemented and tested for specific threats in highly vulnerable countries All countries assess and address critical gaps in preparedness for health emergencies, including in core capacities under the International Health Regulations (2005)
OUTPUT 9.1: GOVERNANCE AND SYSTEMS Governance and Systems exist to strengthen operational support for programme delivery
OUTPUT 3.2 ACCESS TO QUALITY EDUCATION Output 3.2: More vulnerable boys and girls have equitable access to basic quality formal, non-formal or alternative learning
opportunities
OUTPUT 2.A: CAPACITY STRENGTHENING & SECTORAL COORDINATION Capacity of national and local institutions strengthened for improved management and delivery of Water, Sanitation, and Hygiene (WASH) services
OUTPUT 5.3:COMMUNITY ACTION MOBILIZED AGAINST VAC Output 5.3: Parents, caregivers, children, adolescent, and their communities have reduced exposure to risk to violence, abuse,
exploitation and harmful practices in priority districts
LIFESAVING /LIFESUSTAINING INTERVENTIONS Emergency-affected children, women and families have access to life-saving and life-sustaining interventions in line with the CCCs
HUMANITARIAN ACTORS' CAPACITY By 2015, humanitarian actors in Yemen have the capacity to conduct and disseminate vulnerability and needs assessments, rapid
appraisals, humanitarian evaluations, and to utilize an integrated emergency management information system.
OUTPUT 9.3 : YOUTH PARTICIPATION Output 8.3: Children and adolescents increasingly participate in the promotion of child rights with equitable involvement of
both boys and girls
OUTPUT 8.2 FIELD OPERATIONS Output 8.2: UNICEF field offices have increased capacity to efficiently and effectively plan, coordinate and deliver
humanitarian and development programmes
GENDER SENSITIVE,CHILD SOCIAL WELFARE Gender sensitive child social welfare and protection services for affected boys and girls from violence, abuse and exploitation in
selected governorates/districts through benefitting from a package of minimum quality child social welfare and protection services.
OUTPUT 3 Water, Sanitation, and Hygiene (WASH) IN SCHOOLS Improved school Water, Sanitation, and Hygiene (WASH) facilities and hygiene practices among girls and boys in Yemen.
OUTPUT 3.3: SANITATION SERVICES Output 3.3: Children, adolescents, and their families have access to safe/basic sanitation services and improved hygiene
practices at household & community level in priority districts
OUTPUT 2: SOCIAL PROTECTION ACCESS Increased national capacity to provide access to inclusive systems that protect children and adolescents from poverty and
promote social inclusion. (Social Protection Access)
OUTPUT 5.2:  INTEGRATED SOCIAL PROTECTION Output 5.2.  Most disadvantaged boys and girls and their families have access to integrated basic social services to meet
essential multi-sectoral needs and rights.
4.3 CHILD PROTECTION EQUITY & GENDER National systems are generating and analysing equity-focused and gender-sensitive data on children affected by armed conflict,
Birth Registration, children in conflict with the law and child victims of trafficking and SGBV.
OUTPUT 4:  Harmonized Approach to Cash Transfers (HACT) (HACT) Increased capacity of government and partners to effectively monitor Programme Implementation in compliance with HACT
Plus
OUTPUT 1.3: H&N ENABLING ENVIRONMENT Strengthened government commitment, accountability and national capacity to legislate, plan and budget for high impact health and
nutrition interventions (Enabling Environment)
OUTPUT 5 Water, Sanitation, and Hygiene (WASH) EQUITY & GENDER Government and partners, as duty-bearers, identify and respond to key human rights and gender equality dimensions of water,
sanitation and hygiene practices in Yemen
OUTPUT 1.3 HEALTH SYSTEMS STRENGTHENING Output 1.3 Health systems in Yemen are better able to provide and promote improved utilization of quality and efficient health
services, including both preventive and curative care at facility and community levels
OUTPUT 6.C:COMMUNITY ENGAGEMENT AND FEEDBACK MECHANISM Output 6.3 :Functional communication and community engagement and feedback mechanism established for accountability to affected
populations during humanitarian crisis and early recovery response
OUTPUT 7.1: HUMANITARIAN ACTION COORDINATION Output 7.1: UNICEF Yemen effectively delivers critical emergency responses to children and families in humanitarian situations
OUTPUT 2.3 Water, Sanitation, and Hygiene (WASH) COMMUNITY & INSTITUTIONS 2.3 More vulnerable populations benefit from sustainable safe water supply and basic sanitation services at community and
institutional  levels
OUTPUT 1.5: H&N EQUITY& GENDER Increased capacity of Government and Partners at all levels to identify and respond to inequities and gender dimensions of MNCH
and Nutrition.
NUTRITION INFORMATION SYSTEM By 2015, Nutrition Information System is fully operational and producing timely quarterly reports based on disaggregated data.
OUTPUT 4.A: CHILD PROTECTION SYSTEM Output 4.1: A well-coordinated and capacitated child protection system with three integrated components: a child-friendly justice
system, a gender responsive social welfare system, and a functioning birth registration system
KNOWLEDGE GENERATED ON ATTITUDES&PRACTIC By 2015,  knowledge is generated on the attitudes and practices of rights holders and duty bearers related to key programmatic
initiatives
OUTPUT 6.1 EVIDENCE GENERATION ON CHILDMULTIDIMENSIONAL POVERTY Output 6.1:  Authorities and their partners demonstrate strengthened capacities to generate, analyse and use data to reduce multi-
dimensional child poverty and ensure the realization of children's rights.
EXTERNAL COMMUNICATION By 2015, Government has committed to prioritise key child rights issues as per joint country programme and adequate funding is
available to support UNICEF humanitarian and development interventions
OUTPUT 9.8 : RISK MANAGEMENT Output 9.7: Protocols to ensure compliance of UNICEF programmes with Environmental and Social Safeguards (ESS) are developed and
implemented
PRIMARY EDUCATION ENROLMENT By 2015 net enrolement in primary education in targeted districts is increased by 20% for boys and girls
OUTPUT 5.2: CHILD PROTECTION SERVICES Output 5.2: Children, adolescent, women, and men at risk have access to holistic preventive and protective services in priority
districts.
OUTPUT 3: EVIDENCE GENERATION Child focused knowledge is generated, disseminated and used to ensure evidence based programming
OUTPUT 5.A:  CHILD POVERTY Output 5.A: By the end of 2019, child poverty in its key dimensions is measured and monitored to inform the child-focused decision-
making and programming
OUTPUT 7.4:TECHNICAL ASSISTANCE - EMERGENCY & RAPID RESPONS Output 7.4 :Human resources capacities are available to support the achievement of Emergency & Rapid Response programme results
USE OF CHILD FRIENDLY BUDGET ANALYSIS By 2015, relevant government ministries, local councils, media, civil society organizations, and academic institutions use child
friendly budget analysis to allocate and monitor resources.
OUTPUT 1: SOCIAL PROTECTION DEMAND Enhanced support for disadvantaged and marginalized children and families to demand & use social protection systems and
participate in decision-making processes affecting them (Social Protection Demand)
OUTPUT 1.4:H&N EMERGENCY Increased country capacity and delivery of services to ensure prevention of excess mortality among children and women and
protection of their Nutritional status in Emergencies.
OUTPUT 9.2: FINANCIAL AND ADMINISTRATIVE MANAGEMENT Administrative and financial risk management systems in place to support the achievement of results for children