devinitorg/iati-policy-markers huggingface dataset:
Mejorar gestión, gobernanza y eficiencia Con el proyecto se planifica lograr los siguientes resultados:
-Personal de areas capacitado, estados financieros mensuales, propuesta para integrar y/o reorganizar areas.-Manual aprobado por Consejo de Administración-Consejo de vigilancia mas preparado y capacitado. Actas de hallazgos compartido con Consejo de Administración y Gerencia trimestralmente
-Estatuto presentado a la Asamblea General-25 lideres capacitados (incluye &gt;5 mujeres, &gt;5 jóvenes menor a 30 años)-4 integrantes del consejo de administración y el gerente capacitados
-9 contenedores exportados por semana
-Manual y Reglamento aprobado por Consejo de Administración

Resultado 1: Mejorar la gestión financiera de acuerdo a recomendaciones del chequeo de salud financiera y auditorias externas
-Asesoria contable/ financiero/ administrativo semanal
-Elaboración de manual de procedimientos contables, financieros y administrativos y su implementación-Asesoría en control interno para el consejo de vigilancia

Resultado 2: Incremento del patrimonio con y de los socios activos a traves de generar mayor compromiso de los socios
-Revisión del estatuto (aportes de ingreso y aportes mensuales, no. de integrantes de consejo de administración, requisitos para postular como directivo etc.) y de ser necesario su modificación, y asegurar su cumplimiento (considerar criterios e habilidad de los socios e incentivos y sanciones)
-Escuela de líderes (liderazgo, gestión financiera, oratoria, computación etc.) -Capacitación del consejo de adminitración en trabajo en equipo, roles y funciones

Resultado 3: Obtención de capital externo para inversiones y para acopio en el marco del plan de negocios
-Estudio de factibilidad para la creación y reglamentación (evaluación, contratos, entregas en especie, plazos, cobra contra entrega de producto) de un area de créditos internos
-Estudio de factibilidad para utilización y negociación optima del banano descarte a nivel de la cooperativa que incluye identificación de clientes y sus requerimientos

Resultado 4: Mejoramiento de la productividad a nivel del productor en términos de calidad y cantidad de la materia prima
-Estudio para la adquisición de un sistema informatizada de la productividad en campo (georeferenciación, variedades, suelos, disponibilidad de agua, incidencia de plagas etc.)-Estudio de niveles de descarte por sectores y las causas-Capacitación a cuadrillas en manejo de calidad y certificación

Resultado 6: Mejorar la eficiencia de los procesos de la empresa: reducción de costos
-Revisión y actualización del Manual y Reglamento de Organización y Funciones, incluyendo organigrama y perfiles de puestos

-Mejorar la gestión financiera de acuerdo a recomendaciones del chequeo de salud financiera y auditorias externas
-Incremento del patrimonio y de los socios activos a través de generar mayor compromiso de los socios
-Obtención de capital externo para inversiones y para acopio en el marco del plan de negocios
-Mejoramiento de la productividad a nivel del productor en términos de calidad y cantidad de la materia prima
-Mejorar la eficiencia de los procesos de la empresa: reducción de costos
Financiando la nueva planta de alimento balanceado ADA es la Asociación de productores Avícolas Departamental de Santa Cruz. Tras iniciar su colaboración con Agriterra en 2017 y obtener buenos resultados implementado el proyecto se quiere seguir desarrollando las líneas estratégicas iniciadas en 2017 y validadas por el Plan Estratégico Institucional 2018-2022 desarrollado con el apoyo de Agriterra. 
ADA cuenta con una elevada estabilidad económica y financiera, por lo que es el momento oportuno para desarrollar iniciativas de crecimiento de la organización en favor de sus asociados y del sector avícola departamental. Estas líneas de crecimiento organizacional son el desarrollo de una nueva planta de alimento balanceado, el crecimiento y certificación de sus laboratorios de patología y bromatología aviar y la construcción de una nueva sede que permite ofrecer un mejor servicio al asociado. 

ADA cuenta con una elevada estabilidad económica y financiera, por lo que es el momento oportuno para desarrollar iniciativas de crecimiento de la organización en favor de sus asociados y del sector avícola departamental. Estas líneas de crecimiento organizacional son el desarrollo de una nueva planta de alimento balanceado, el crecimiento y certificación de sus laboratorios de patología y bromatología aviar y la construcción de una nueva sede que permite ofrecer un mejor servicio al asociado. 
Para ello dentro de los costos locales se va a cofinanciar:
- Compra de molino para laboraorio, para la molienda de materiales a ser analizados en el laboratorio
- Compra de reactivos para desarrollar un nuevo método de ensayo: Determinación de la Actividad de los Inhibidores de Tripsina
- Diseño arquitectónico nuevas oficinas y laboratorio
- Estudio topográfico nueva planta de alimento balanceado
- Estudio geológico nueva planta de alimento balanceado
- Capacitación ISO 17025 para la gestión administrativa de laboratorios
- Capacitación en prevención de riesgos laborales de la planta de alimento balanceado

Y dentro de los servicios de Agriterra:
- Consutoría en planificación y negociación de acceso al crédito para la nueva planta de balanceado
- Asesoría de agripooler en sistemas de automatización de la producción y ambientes controlados de producción de pollos parrilleros y ganillas ponedoras
- Asistencia de cuatro tomadores de decisiones de ADA al taller FACT II y obtención del certificado de asistencia
   Asistencia   de cuatro tomadores de decisiones de ADA al taller FACT II y obtención del   certificado de asistencia


Tras un buen año implementando el proyecto con Agriterra 2017 donde se realizó un Plan Estratégico Institucional que prioriza la construcción de la nueva planta de alimento balanceado, potenciar los servicios de laboratorio y mejorar la comunicación institucional, en 2018 se quiere avanzar en estas tres líneas estratégicas prioritarias. El objetivo ambicioso en 2018 es conseguir financiación bancaria para iniciar el proyecto de construcción de la nueva planta de alimento balanceado.
Increase intake and milling of maize (2) Ng’arua biggest challenge is to increase produce supplied by its members. As mentioned in the narrative report 2014: “Milling has started again and 100 bags per day is the right target towards profitability. Selling the flour locally is easier as maize harvest Nov/Dec 2014 has very low yields. Due to lack of working capital and continued hesitance of members ‘do we get paid for delivered maize?’ makes the mill still run about 3 days/week, so below capacity to break even.”

Besides access to working capital, it is also needed to improve overall business operations and governance, and finally to increase member commitment. Not an easy task at all, but draft business plan was elaborated in 2014 and during cooperative governance training in January 2015, plan of approach to tackle governance issues was elaborated. As was mentioned during the training: now there is a plan, there is no excuse for failure.

Activities as mentioned in action plan:

Increase milling, increase maize intake
Survive and grow
-	Workshop of new Board members & Supervisory Board on a) outcome company assessment 2013, b) financial losses 2013 and 2014, c) volumes needed Q4 2014 and 2015, d) motivating members, e) new strategy >2015 
-	Workshop of Staff: a) Challenges for 2015, b) Improve efficiency milling, distribution, sales and financial controls
-	Recalculate working capital requirements
-	Reschedule loan
--	Make a management dashboard
-	Prepare test farmers loan with MFI
-	Renew licenses KEBS, county etc. 
-	Renew packaging materials
-	Develop operational marketing and sales plan 2014 & 2015

Increase milk intake, make operations profitable
Increasing member commitment and production capacity UCORIBU is an   aggregator of rice of 10 affiliated cooperatives in the Southern province of Rwanda. It has a joint venture with   the Australian company Intercity Millers (ICM). In 2006-2007 the government   offered to privatize its rice factory and UCORIBU mobilized its members to   gather the required capital of 100,000,000 RWF. 53,000,000 RWF was mobilized   by a limited amount of members, who got 40% of the shares in their name. ICM   acquired 60%. The remaining 47,000,000 RWF was payed of in the following   years with the revenues of the factory. The Union therefor as 2 speeds: it   represents 13,000 members through 10 cooperatives who benefit from the joint   venture as their buyer and through annual bonuses. The other group are the   members that have invested directly in the joint venture in 2006-2007, when   the value of one share was 18,000 RWF. People could however also invest   smaller amounts, which had direct consequences for their dividends.
   
   UCORIBU is active   in rice collection, bulking, processing, briquette production, rice flour and   animal feed. The Union hence provides quality seeds to the cooperatives and   provides guarantees to farmers looking to access fertilizers on credit.
   
  in the action plan, we are working on member commitment, by organizing visits of farmers to the factory, improving financial transparency and organizing coaching activities to increase rice production. Agriterra will support UCORIBU in creating a new marketing strategy using the value creator module, a new strategic plan will be developped and we will work on improving financial management and governance. 

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Increase milk volumes from 15,000L/d to 20,000L/d
. Increase paying members by 20% at end of 2017
Team East Africa - Youth, gender and sustainable agriculture The transversal themes youth, gender and sustainable agriculture will het special attention:
The empowerment of women will be kept high on the agenda, with a requirement that at least 30% of project participants will be women. 
To Agriterra the role of young farmers is not a hype, it is part of our natureThe Young Farmers Tour is one of the yearly events that inspires, connects and exposes YP’s (young board members and managers) to new experiences and knowledge that can be applied in their organisation.
In future, when Agriterra makes company assessments, we will take the effects of local climate changes into consideration, and risk assumptions will include climate issues.

Actions:1. Problem analysis2. Selection of umbrella organisations, cooperatives and young farmers3. Setting up a “promotion” plana. Whyb. Howc. Who d. What 4. Trainings / workshops5. Intervision / coaching / mentoring6. Exchange trips7. M&E

Improved youth involvement in farmer entrepreneurship and representation in farmer organizations and cooperatives
Expansión en el mercado nacional de chocolate En el 2017 Agriterra inicia su colaboración con El Ceibo. El objetivo del trabajo consiste en contar con un  Plan Estratégico Institucional 2017-2021 y potenciar las ventas en el mercado boliviano con un aumento mínimo del 10% con base interanual. 

El Ceibo con la asesoría de Agriterra alcanzara tres resultados en el 2017:
Uno orientado al fortalecimiento de la organización, especialmente dirigido a contar con un plan estratégico estratégico del 2017 al 2021 que permita dar una guía a las acciones organizacionales y a las empresariales. 
Un segundo: se pondrá atención a la industria de chocolate, con el objetivo de mejorar la excelencia operacional. Esto se lograra a través de una estrategia de comercialización, y el diseno de la nueva industria con dos a tres nuevas lineas de producción.  
Un tercero: Orientado a la formacion de los tecnicos de campo en manejo agronomico del cacaotal. 

Los servicios de asesoría a través de asesoria-intercambio y entrenamientos estarán directamente vinculados a esos tres resultados. 

Contar con un  Plan Estratégico Institucional 2017-2021 y potenciar las ventas en el mercado boliviano con un aumento mínimo del 10%
Mapeo, análisis de prospección y análisis organizativos en Colombia Mapeo, identificación y análisis de cooperativas y organizaciones de productores susceptibles de integrar la cartera de clientes de Acodea en Colombia.


A detailed activity plan will be included in the different missions during the year

Mapear, prospectar y analizar diversas organizaciones en Colombia para los diversos financiadores y de manera interna
Latin America Scoping missions & assessments The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Latin America 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.

Este proyecto se dirige a las actividades de prospección y análisis organizacional de nuevas organizaciones en Perú y Bolivia. Para las actividades en Nicaragua, ACODEA ha creado otro proyecto.
Se espera realizar análisis organizacional de 7 nuevas organizaciones (3 en Perú y 4 en Bolivia).
y realizar un escoping de un universo más grande de organizaciones y cooperativas en Peru y Bolivia.
Permitiendo ampliar la cartera de clientes para el equipo LATAM en estos dos países.

Se espera realizar análisis organizacional de 7 nuevas organizaciones (3 en Perú y 4 en Bolivia).
Continuación de prestación de servicios de formación FACT a Trias Latino America Durante el 2016 se continuará se continuará con los servicios de formación FACT para Trias Andes de manera de completar la trayectoria iniciada en el 2015. Y se prestará el servicios de acompanamiento a Trias el Salvador para mejorar las posibilidades de existo de la puesta en marcha de la metodología FACT

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Increase Niger seed supply to 10,000, Sesame to 20,000 quintals. Mobilize 1.65 million ETB.
Administrative project - Agriterra local advisory services In all countries where Agriterra is based, national business advisors will be contracted. For administrative reasons these contracts are added to this project. All financial details will only be available in Exact.


Placing adverticements, setting up interviews, selecting candidates, negotiating salaries, making contracts.

1) Agreement between cooperative and farmers about the use of the farm Olan2) Good working relation between the farmers and sustainable continuation of the farm3) Improved skills in communication of information to adults
Chinsali District Farmer Assocation Partnership between CDRA and Agriterra started in 2013. After shift in Agriterra’s approach of having a business advisor based in Zambia, he conducted an organisation assessment to better understand the performance and proposed way forward of the partnership. The organization assessment report is available in which joint activities and objectives have been elaborated.
Having been dependent on Agriterra funding since 2013, CDRA now needs to transition into a more financially independent association. Financial independence was already identified as a key point of improvement in the Financial Health Check of 2015, when it was recommended to elaborate a scenario if Agriterra would pull out. Now that Agriterra is reducing funding, such a plan is very timely en necessary.CDRA has business ideas that are credible in boosting financial sustainability in future, but the organization needs guidance on how to achieve its objectives in such a more business-oriented fashion for instance in terms of marketing rice and facilitating access to credit. CDRA is open to facilitate cooperation in the regional context with IDRA and other associations nearby as it has done in the past through exchange visits. Seed production, milling and collective marketing are areas that could be taken up jointly in the region.

Activities in action plan:
1.1 Improved service provision structure to members; action plan available plus financial projections
1.2 Continuation of 32 demonstration plots 
1.3 Provide extension services that are financially sustainable, by ensuring that members who receive extension services market their rice through CDRA
2.1 Governance Training
2.2 Elaborate new CDRA Strategic Plan incl. marketing plan and financial forecast to become more financially independent.
2.3 Enhance financial sustainability of CDRA through internal capitalisation and paid membership services; show added value of CDRA to realize a higher percentage of paid-up members
2.4 Elaborate business plan for rice mill (possibly in collaboration with IDRA)
2.5 Member meeting to explain what services CDRA provides to its members (and what not)
2.6 Facilitation of monthly board meetings
3.1 In-house Basic financial management training – (together with IDRA)
3.2 Financial management / governance training for SACCOs
4.1 Workshop Record keeping and services for members (together with IDRA)

increased production by members, improved marketing and increased financial sustainability of CDRA.
Sustainable supply for Wheat Flour Factory & Branding products Raya Wakena Farmers' Cooperative Union is established in March 2004 as a Cooperative Union with 9 legally registered primary cooperatives. Currently, the union has 73 primary cooperative members. The union has establihed wheat flour factory in 2017 and will have a plan to purchase 240,000 quintal of wheat for the year 2018. In order to accommodate the demanded wheat, the union wants to strengthem his relationships with PC's to have sustainable supply of Raw Materials.   Raya Wakena is a graduated/Advanced client of Agriterra on 2018 and will continue work with Agriterra  without any budget support i.e. focus only on selected advisory servises.          The aim of 2018 AP focuses on two main activities. 
  having sustainable supply of raw materials( Wheat) for Wheat flour Factory and planned to buy more than 100 thousand Quintal of wheat from member farmer organizations,develop a marketing strategy as a guideline to run the organisation and increase volume sales of Wheat Flour, Branding the product through producing good & competitive product 

increase the board and management capacity on strategic decision making issues through financial management. improving the role of supervisory committee members in the organization activities by delivering supervisory training.developing a real and customized  marketing and branding strategy through agripool mission,improve the capacity of wheat flour factory by conducting quality control agripool Koopman mission. 

Increase and improve the volume and quality of wheat flour.
Generating more income to members by adding value to maize Twezimbe Area Co-operative Enterprise (T.A.C.E) Limited started operating as a small organisation in 2008 as Kyeyitabya Producer Organisation (PO).In 2010, members of the group agreed to join efforts with other POs to form an umbrella organisation and registered as farmer organisation with registrar of companies in Kampala on 1st April 2010 under the name, TWEZIMBE MULTI-PO COMPANY with about 1,000 members. The organisation later joined Uganda Co-operative Alliance (U.C.A) and registered with the Ministry of Trade, Industry and Co-operatives as Twezimbe Area Co-operative Enterprise Limited with registration number, 9905/RCS and currently has 3,268 members (1792 male and 1476 female). Organisation office is located in Ntwetwe Town , Kyankwanzi district (Kiboga West constituency).

TACE wants to develop, from currently exploiting successfully an agro-input shop and mobile money shop to a cooperative that is also procuring and processing maize in flour by investing in land, warehouse, maize mill etc. thus creating additional value on a large scale. Furthermore they want to provide farmers crop-financing (activity started in 2014). The goals 2020 are clearly set.

After preparing a listing of what is really needed for TACE to operate at high standards (quality, quantity, financial, logistics etc.) and analyzing the production chain and what is needed for a high quality in- and output (garbage in… is garbage out…) a new investment plan was made with different options (invest in owned property, renting ,outsourcing maize milling). The conclusion overall was that investing in property, a mill etc. is yet a step not to be taken right now. First of all the quality of input has to be 100 % as well as securing the proper quantities: basis are the members who need training, high quality input seeds and expertise, proper tools such as tarpaulins, cleaners , providing transport etc. TACE can ultimately obtain permanent commitment from members to purchase from the input shop as well as deliver crops of right quantities and qualities to TACE for just in time delivery to TACEs customers on a steady, growing basis. 

First off all the financial and organizational basis of TACE, training BoD and staff has to improve in which Agriterra can support before investing on a large scale.

Agriterra is advised to  support the board, management and staff to develop the skills and deliver the proper tools  needed for the TACE to develop and implementing a realistic investment plan ( = follow-up) to achieve their goals. 

The action plan contains clear milestones for all parties involved and address expectations, commitments and the level of involvement of Agriterra and most important of Twezimbe Area Cooperative Enterprise Limited.

- Improve financial management
- Improve capacities of BoD and staff in terms of business planning, marketing, monitoring
Cooperative marketing strategies based on commercial farmer members During the Company assessment in March 2016, it became clear that the cooperative has an enthusiastic, young and well educated board members, financially healthy operation, solid track record on management and governance, focus on cooperative marketing and larger number of farmer members. The team realized that the cooperative need external support in developing the cooperative marketing strategies. Thus, the team recommended Agriterra for cooperation with the cooperative initially for six months and develop elaborate action plan after outcome from six months cooperation.

The proposed project activities for half year are to collect and interpret information form farmer mapping, market survey and possible product diversification, and conduct research different market propositions. Based upon the information of farmers and market, develop an cooperative marketing strategy with a  financial business case. The project also support the cooperative in developing financial management capacities, identify and prioritize farmers needs, and develop market strategies.

The AACL made the first steps in the cooperative marketing the last years but without a clearly defined business plan. This resulted in the agro shop that sells small quantities of products mainly produced by the subsistence farmers. The shop is not sufficient to sell all the products produced by the members. At this moment there is no cooperative marketing for the commercial farmers. The AACL has 2015 members out of which 150 are commercial farmers. 

The project will focus on the commercial farmers for the pilot phase and include the subsistence farmers afterwards. The main commodities for the cooperative marketing is seasonal vegetables produced by the members. The objective of the project is to develop the suitable and potential collective output marketing strategies in order to have their commercial member farmers benefit from higher prices that can be achieved further in the supply chain or through different market outlets. The tentative budget for this project is Euro 4500. Agriterra and AACL will monitor and evaluate the progress of the project. Based upon the six months cooperation, the AACL will develop and implement the business which would be sustainable regular income for the cooperative.

Develop a cooperative marketing strategy which gives more marketing opportunities and better prices for all their members.