devinitorg/iati-policy-markers huggingface dataset:
Increased production and local sales of coffee Action plan 2016 is focusing on improved production, both in quantity and quality. Besides, MCCCU wants to work on and profit from increased local consumption of coffee (marketing local coffee).To achieve increased production per member cooperative society, more agronomists will be hired. These agronomists will work on: Training on good quality coffee, fertilizer, and application of manure, d management of demo farms

Set targets for 2016: 1. Improve the quality and the quantity of both the green coffee and the brewed coffee by 20% in 2016, 30% in 2017 and 50% in 2018.2. Increase the local consumption of the brewed coffee by 50% in 2016

Activities in action plan:

- Hire more agronomists (extension staff)- Recruit TOTs (Model farmers can be recruited to be TOTs) and jointly train them with the agronomists. - Set production related targets for the trained TOTs to be able to deliver. Come up with a structure on how to monitor them with focus on efficiency and effectiveness.-Operationalise the business plan developed in 2015 by coming up with annual plans for 2016 and 2017. -Build capacity of the Board members at MCCCU to enhance better:a) Management of MCCCU’s many business units through A dashboard b) Team cohesiveness. (MCCCU to elaborate ToR)-Participate in the governance training organized by Agriterra and come up with a plan of approach to governance challenges.-Build the capacity of the management team of MCCCU to be able to support the board run MCCCU more efficiently (exchange visit?) - Install an ERP-like software suitable to MCCCU’s operations as per the needs assessment conduct in 2015 (Clear TOR to be developed with the assistance of Agriterra before implementation)- Elaborate the TOR for the coffee management system suitable for societies-Come up with a financial proposal for negotiating cheaper working capital for inputs-Implementation of the Nov 2015 FM training recommendations-Participate in Agriterra’s strategic financial management training-Conduct a market research and come up with a marketing plan to boost the sales of the grounded and brewed coffee in Kenya-Improve the visibility of the Mt Kenya brand of coffee and thus increase its distribution- Building the capacity of MCCCU to be able to offer farmer services to its affiliated society’s i.e offer an advice on how to build a structure for MCCCU to be able to offer member services to its primary society members.

1. Improve the quality and the quantity of both the green coffee and the brewed coffee by 20% in 2016, 30% in 2017 and 50% in 2018.2. Increase the local consumption of the brewed coffee by 50% in 2016
Marca país - Bolivian natural beef - Continuando con el fortalecimiento de la trayectoria FACT iniciada el año 2017, el proyecto focaliza sus esfuerzos en el posicionamiento de la carne vacuna boliviana en mercados internacionales, para apoyar las recientes medidas de liberación irrestricta de exportación de los excedentes de carne. Paralelamente, se consolidará el servicio de seguimiento y control de movimiento de ganado. 

Posicionamiento de la marca país "Bolivian natural beef" (Establecimiento de la Mesa de la carne boliviana; Definidos estructura, reglamento de la Mesa de carne boliviana;Desarrollados estándares de la marca 'Bolivian natural beef; Formulado el Plan Estratégico 2018-2022 de la Mesa de carne boliviana)Software de Manejo de Actas de vacunación de Aftosa y otras enfermedades: Implementado en 32 asociaciones a nivel departamental que trabaje online y offlineSoftware del Sistema de gestión contable integrada, vinculada con los FEGASERVICIOS: implementado en FEGASACRUZ, balance de apertura del sistema contable al 01/01/018 implemento y en operación plena (100%) de los módulos operables.Hardware y software de registro de marca: Desarrollado, adquirido, implementado en la oficina de registro de marca de FEGASACRUZ y en funcionamiento.

BHAG: Hasta octubre de 2018, dejar establecida y en pleno funcionamiento la Mesa de carne boliviana
Diversificando cultivos y modernizando el proceso de secado artificial de cacao. Durante el 2017 Acopagro ha dado importantes pasos en diferentes areas, por ejemplo en el lado comercial ha logrado comprometer mas de 6000 TM de cacao para diferentes mercados internacionales, superando su meta (5500 Tm). Por otro lado, los estudios de mercado encargados para madera, y citricos , han contribuido para tomar decisiones de entrar a comercializar la naranja que producen el 60% de los socios, sobre todo para controlar el precio de venta cuando es temporada baja. Finalmente, por el lado de gobernanza también se observan importantes avances como su acuerdo de fijar un porcentaje de los ingresos de los socios para capitalizar a la cooperativa. Todo este desarrollo nos lleva a la siguiente fase, una vez conseguido el mercado hay necesidad de asegurar producción en campo y su calidad, para ello se piensa implementar hornos de secado con energia artificial. Asi mismo, hay necesidad de seguir trabajando para fortalecer la gobernanza y mejorar las capacidades de gestión de los trabajadores.    


        overnance
   
      Capacitación a directivos y delegados en   roles y funciones, cooperativismo, y gestion empresarial de una cooperativa.
   
      1 Taller de 2 dias de duración. Informe   de la consultoria.
   
      Mayo 2018
   
          Governance
   
      Evaluación de la capacitación 1 ,   profundización de los temas que mas lo requieren y capacitación en   habilidades directivas y liderazgo.
   
      1 Taller de 2 dias de duración. Informe   de la consultoria.
   
      Setiembre 2018
   
          Governance
   
      Taller para técnicos y personal de cargos   medios en temas de gestión empresarial y liderazgo.
   
      1 Taller de 2 dias de duración. Informe   de la consultoria.
   
      Marzo 2018
   
          Business
   
      Estudio de evaluación sobre secadores   artificiales de cacao, analisis comparativo de   mínimo 3 sistemas   de secado, incluye costos y análisis financiero.
   
      Informe estudio compartivos de sistemas   de secado aritificial
   
      Febrero-Marzo 2018
   
          Business
   
      2 Pasantias de técnicos y directivos a   Ecuador y República Dominicana para ver experiencias exitosas en secado   artificial.( 4 participantes por pasantía)
   
      Informes de pasantías.
   
      Abril 2018   
   
          Governance
   
      Pasantia a 3 cooperativas en la región de   San Martín, para conocer experiencias de gestión empresarial. Duración de 2   días. Participan 25 personas (20 directivos y delegados) mas 5 trabajadores.

1.- Implementar un nuevo almacén de cacao,
mas amplio y que cumpla con condiciones técnicas que aseguren la buena calidad
de éste.
2.- Definición del tipo de tecnología y
equipos de secado artificial que aseguren volumenes procesados de acuerdo a la
demanda , garantizando tiempos de entrega y calidad.
3.- Staff con mayores capadidades de gestión
y liderazgo.
4.- Socios con mayor conocimiento sobre el
cooperativismo, y su compromiso como tal.
International representation of Agriterra Representative activities of the managing director of Agriterra and others who act on his behalf are managed within this project in order to have them respond to the stratgic objectives of Agriterra for the coming years. These objectives are:
To internationalize the recruitment of agripoolers
To insert Agriterra's expertise within value chain arrangement with the food industry
To divulgate Agriterra's vision on international cooperation in the farming sector
To insert our actions in the international programmes in diferent continents

The proposal is to finetune the objectives, plan the representation actions, accompany the actions with a solid communication and with preparation of the md for his role.

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)
Cooperative professionalization in order to get access to working capital Green Organic Watch Growers Cooperative represents >5,000 farmers. Currently they are selling their fermented cocoa (organic or conventional) mostly outside the Coop. Not because they want to, but because they have no alternative. 
The Coop is not able to get access to trade finance, although they have the contract with a buyer. Hence the difficulty procuring all the cocoa from their members. Management capacity of the Coop is not up to the mark. Due to financial restraints they have lost their CERES organic certification. So, the Coop is encountering trying times. 
Yet, this Cooperative is sitting on gold. Once they get their act together, ensure the members are 100% Cooperators, have access to capital, they can grow. And they can ensure their members grow.
Agriterra is able to support this Coop, and it will take some years before they can bear the fruits. But in the short run, one should be able to see results.
Improvement of Financial Management will be key, combined with a realistic business plan. Their need for working capital will be UGX 300 million, whereas their investment need is UGX 135 million.

-the MT needs training. Their capacities need to uplifted, rapidly, on;
•	financial management and reporting
•	marketing & sales
•	member commitment

-exposure to the (inter)national market is key. Where is the market, how does this work, how can this Coop come in?
-general organisation, and management. How to provide the right type of information, when? Also, strengthening the Coop. Sensitise the members, show the potential this organisation has!
-to deliver top quality cocoa, a number of investments need to be done (tarpaulins, moisture meters, weighing scales, motorbikes)
-set realistic goals, with a proper and sound trade relationship

- Improve financial management
- Improve member commitment
- Improve marketing & sales capacities
Diversificando servicios al socio Sol&Café es una entidad cooperativa de primer nivel, que representa a productores de café, arroz ecológico y cacao en grano del Nororiente peruano (en las provincias de Jaén y San Ignacio), cuenta con 1,058 socios de los cuales 131 son mujeres, organizados en bases sociales de 12 distritos de Jaén y San Ignacio. Fue fundada en la ciudad de Jaén el 16 de Marzo de 2,008 y cuenta con personería jurídica inscrita en el Registro de Cooperativas en los Registros Públicos de Jaén.

Resultados esperados: 



















- Linea base terminado respecto a productividad y sistemas agroforestales - Una propuesta técnica, metodologica y economica para adaptar la experiencia innovativa de Villarica en Sol & Café- Una propuesta metodologica de la experiencia en gestión financiera/ empresarial de 2013 - 2016- Un video editado de la experiencia- 90% de los socios reciben los estados financieros trimestrales, politica de acopio, y reglamento de aportaciones- Informe final con resultados de logros e impactos de dos servicios financieros (Renovación y Rehabilitación











Actividades del proyecto

- Definir linea base respecto a productividad y sistemas agroforestales - Sistematizar la experiencia productiva/ agroforestal de Sol & Café y los resultados de la gira de estudio a Villarica - Sistematización de la experiencia en gestión financiera/ empresarial de 2013 - 2016- Edición de un video institucional de Sol & Café- Socialización de los estados financieros trimestrales, politica de acopio, y reglamento de aportaciones- Evaluar los resultados e impactos de dos servicios financieros (Renovación y Rehabilitación

Diversificando servicios al socio
Agriterra local advisory services The mission contracts of the (potential) National Business Advisors.



Consultancy contracts of (potential) National Business Advisors of Agriterra.
Streamline the federation in Sichuan All the members (93 cooperatives) are focusing on the production of primary agriculturalproducts. The federation has the following mission statement:To increase the value of the products of the members by providing expertise, trainingfacilities and relevant services in the road to the markets and subsequently increase the income of the farmers and horticulturalists. In short: making money for their members.

It seems that the Federation is moving into different areas of the value chain to achieve themission e.g. credit facilities, quality control, packaging, (cold) storage facilities, sales outlets (shops, schools), marketing (see annex). The Federation is well established in relevant (political) networks and receives serious (financial) support to achieve its objectives. A concern is that the members only pay a limited entry fee. This may have an impact, in this phase of development of the Federation, on the commitment of the cooperatives.

the project this year plan to have three steps to achieve targets like setting up business plan, strength the Sacco's and build program for special groups.
the first step is to setting up long-term business plan for federation. Due to the large portfolio of members, it is difficult to combine the federation with every member Coop. Figure out what can the federation and Agriterra do to make a  motivate business plan is the key point of first mission. the Agripooler together with BA and Board members(maybe local officer) to have a workshop and visit to develop a 3-5 business plan for federation on what to do, what to build, where to focus and when to start and finish. then, we can mobilize member coop focus on different espects.once the business plan is finished, the federation can focus on build up strong Sacco's system. because all the activities need the financial support, the federation still rely on many subsidies from government. if we can provide more profitable services to members and guarantee safety by using standard saving and loan system, we can have strong sustainability for future development.After governance training, we need to arrange a follow up meeting for making sure the federation have realized the activities of governance, and improved the governance and management structure.   after all this missions and events, we can try to mobilize Youth activities among member Coops, due to the big portfolio, we can have more Youth candidates to participant in the mini workshop(not the training products) to have more insight on agriculture and cooperatives. they are having big potential to be future managements and board member. 

Jiangyou federation is a federation of 93 cooperatives with different crops. It's established in 2015, with support from the government. Goal of the federation is to do the storage, processing and marketing of the crops of the different cooperatives; they now can handle 60% of the crops. Goal is to sell all the products. They also provide loans by a credit bank and trainings. They are in need of organisational, financial, technical and marketing support.
Desarrollo empresarial y comercial de las cooperativas El presente proyecto de la UNAG – Chinandega está enfocado en la venta de servicios en Agronegocios y Gestión Empresarial (CEGE), con enfoque cooperativo y visión empresarial, dirigidos principalmente a las cooperativas afiliadas a la Unión Nacional de Agricultores y Ganaderos de Nicaragua, UNAG Chinandega. 
El objetivo general del presente popuesta es;
Mejorando el acceso al  mercado y aumentado los ingresos de las familias rurales, a través de contribuir al fortalecimiento de las formas asociativas rurales, mediante la construcción del conocimiento, asesoramiento y acompañamiento  con  las bases, desarrollando de herramientas para la gestión interna y externa de las organizaciones integrando activamente a mujeres, hombres y jóvenes. 12 grupos de mujeres y 50 jóvenes. 
10 cooperativas organizadas para la comercialización de la producción por rubro de trabajo y al menos 10 cooperativas comercializan el 35% de su producción a través de la UNAG.

Objetivos específocos son:
Desarrollar un proceso de capacitación y aprovechamiento de los saberes colectivos para potenciar los principios cooperativistas en los sujetos individuales y sus motivaciones empresariales.
Promover la integración de jóvenes y mujeres en las organizaciones de base para dinamizar la gestión y sostenibilidad de los negocios.
Promover la construcción de alianzas e intercambios de experiencias exitosas de comercialización para generar nuevos canales de mercado.
Dirigir actividades de consultorías para la creación de marcas y registros sanitarios para las cooperativas agroindustriales.

Se ha seleccionado cooperativas  en el departamento de Chinandega, al finalizar el proyecto se ha aumentado las ventas con 30% en 2 cooperativas y al menos 10 cooperativas se ha organizado para la comercialización de la producción por rubro de trabajo y 5 cooperativas cuentan con sistemas contables y al menos 10 cooperativas comercializan el 35% de su producción a través de la UNAG 
Se forma al menos de 12 grupos de mujeres en temas de planificación de producción para poder vender en mercados locales. Se organizara al menos 50 jóvenes en red facilitando acceso a información productiva y comercial.

Desarrollar un proceso de capacitación y aprovechamiento de los saberes colectivos para potenciar los principios cooperativistas en los sujetos individuales y sus motivaciones empresariales.
Promover la integración de jóvenes y mujeres en las organizaciones de base para dinamizar la gestión y sostenibilidad de los negocios.
Promover la construcción de alianzas e intercambios de experiencias exitosas de comercialización para generar nuevos canales de mercado.
Dirigir actividades de consultorías para la creación de marcas y registros sanitarios para las cooperativas agroindustriales.
Increased market power (2) The Company assessment of  April 2014 had the objective “To jointly develop an action plan and strategy for Agriterra’s Agribusiness team’s support to MWEA Rice Cooperative”.

Some of the conclusions of this Company assessment  were: 
-	Governance and management are on adequate level. 
-	Relationships with buyers and financial institutions are good. 
-	In order to get higher rice volumes, MRGM has to compete with brokers who pay cash. In its cash flow forecast, MRGM should find an optimum between its own liquidity needs and the financial needs of members. 
-	Moreover, member communication or “member marketing” could be improved. 
-	Key question: what are the advantages of being member of MRGM? 

Some of the recommendations of the assessment: 

-	Elaborate a more detailed cost price calculation (hourly rate or per acre) for the use of tractors and other machinery.
-	Elaborate a new strategic plan including a financial forecast for the next 5 years and update it every year in an annual plan.
-	Define ways to train young members to be active in the cooperative (youth council)
-	Marketing committee is operational, but cannot play a satisfactory role in such a competitive sector.

for 2nd half of 2014, a first action plan for MRGM supported by Agriterra was elaborated, taking into account the above-mentioned recommendations. A more profound analysis of garage operations and financial analysis of performance per business unit was done.

general objective remains to increase the intake of rice and to position MRGM more strongly to members to increase member commitment.

General objective remains to increase the intake of rice and to position MRGM more strongly to members to increase member commitment.

Activities in action plan 2015:

- Hold member meetings

Performance management:

-Train the board on Succession planning (youth council), Roles, financial management and investment decisions 
-Train staff to be able to run the rice cooperative professionally (preferably the heads of departments)
- Make Business Plan for garage (to be done by the Mission by Peter de koning)
- Install a new ERP like software package 
- Elaborate a financial procedures manual 
- Implement plan of approach as elaborated during cooperative 

Governance training:
- Review strategic plan
- Marketing research: competitive position MRGM rice, consumers profile, 
- Develop a marketing plan/strategy 2015-2016
- Coaching of the new marketing staff
- Do branding and develop quality promotional materials

Improved marketing of rice.
Rolling out FACT in Vietnam Viet Nam Farmers’ Union (VNFU) was established on October 14, 1930. The Union is the organization that gathers, encourages, educates its members to bring into full play their initiatives, actively learn to improve their all facet capacity; represent, care and defend the legitimate rights and interests of members; organize activities to provide services, advice, support for member to improve production, business and living conditions.VNFU is organized at 4 official levels: national, provincial, district and commune level. 
The proposal is rolling out the FACT training and enhancing the farmer parcipation on policy advocacy and development programs in 7 provinces. Under the project framework, it will help to effectively realize the Decision number 673 by the Prime Minister to demand more sustainable local authority’s budget to the FU’s activities and Supporting Fund for Farmers, establishement of Centers for Vocational Training and Supporting Farmers as well as to expand the FACT approach in the VNFU system, particularly at district and commune level. 
Goal is to make VNFU’s policy advocacy stronger and more influential, social monitoring and feedback better implemented, thus contributing to creating favourable conditions for farmers to develop their products and business.

This proposal results in 2016 in:-4 coaching missions (2 beginning of year/2 end of year) to the trained Farm leaders and trainers in using FACT in their own province.-1 FACT Masters Training for 20 best FACT trainers -consultation with members in 7 provinces-conducting participatory research in 7 provinces-developing policy plans in 7 provinces- lobby the provincial, district and/or commune governments in 7 provinces
This should result in:-More influence on lower levels of Farmers Unions on government policy -Retrieving public funds for FUs goals and ideasResults 2017FACT has been rolled out to 9 provinces in 2017 (total up to 26), leading to total grant and loan mobilized of 2,2 million EuroPlan 2018VNFU will start FACT in 3 new provinces and continue roll-out in already trained areas. Agriterra will use FACT trainers from VNFU for other clients. And VNFU is aiming to integrate FACT in their 5 year strategic plan which will be defined at the end of 2018. for this a high-level workshop will be organised with a big group of provincial leaders in Hanoi.

Roll-out FACT in 7 provinces and extract 1 mln euro in public funds for FUs