devinitorg/iati-policy-markers huggingface dataset:
Cacaoteros de San Martin  acceden a mercados especiales Los cacaoteros de la Región de San Martin buscan acceder a mercados especiales a través del aumento de la producción orgánica y a través de mejorar la gestión en sus cooperativas.

La Asociación de Cooperativas Agrarias de la Amazonía Peruana – VERDE AMAZÓNICO, es organización de segundo grado en el que se encuentran afiliadas 11 cooperativas y 04 asociaciones, dedicadas al acopio y comercialización del cacao en la Región San Martín. A nivel de la AVA se encuentran organizados 5,927 familias de pequeños productoras de la Región. 

VERDE AMAZÓNICO, es la Asociación de Cooperativas Agrarias de la Amazonía Peruana, constituida en el año 2009 por las 04 cooperativas más representativas de la región: Cooperativa Cacaotera ACOPAGRO, Cooperativa Agraria Cafetalera Oro Verde,  Cooperativa Agroindustrial - CAT Tocache y la Cooperativa Agraria La Divisoria (ésta última de Tingo María – Región Huánuco).

La ejecución de proyecto contribuirá al fortalecimiento de la asociatividad y gestión empresarial en 292 comités de base afiladas a la AVA, dedicadas a la producción y comercialización del cacao en la región San Martín.

La formulación del proyecto procede del análisis del análisis de la cadena productiva del cacao identificándose los principales problemas, limitaciones y debilidades en los diferentes eslabones de la cadena; al mismo tiempo se ha constatado las enormes potencialidades para desarrollar esta actividad económica.

El proyecto está dividido en 02 componentes estratégicos:
El primer componente se orienta al fortalecimiento de la capacidad de gestión asociativa y empresarial a nivel de las organizaciones de base de 15 organizaciones en las que participan 292 comités de  base, con la finalidad de lograr la fidelización de los comités de base y las familias asociadas. 

El segundo componente, se orienta al mejoramiento de la productividad y producción de cacao orgánico a nivel de las 292 organizaciones de base que permita la sostenibilidad empresarial de las 15 organizaciones.

La estrategia de trabajo será a través de la formación de facilitadores por organizaciones y formación de promotores por comité en cooperativismo y agrícolas. Los promotores cooperativismo serán entrenados a través de los materiales adaptados de gestión de cooperativas agrícolas de la OIT y los promotores agrícolas serán entrenados en prácticas de manejo de cacao orgánico con el fin de entrar a mercados especiales (como comercio justo por ejemplo).

El proyecto tendrá una duración de 18 meses iniciando en el segundo semestre del 2013 y finalizará en diciembre de 2014. 

Se espera llegar con las actividades a todos los miembros de las afiliadas de Verde Amazónico 5927 socios (262 socias). 

EL presupuesto para los 18 meses de proyecto asciende a  € 128.142 de los cuales €63.886 son solicitados a Agriterra ( 2013: € 25.444  y 2014: €38.442), €15.640 serán aporte de la federación  y €48.614 aporte de las cooperativas y organizaciones de base.

El fin del proyecto es contribuir a mejorar la calidad de vida de 5 927 familias productoras de cacao de 15 organizaciones y 292 comités de base de la Región San Martín.
KUD Bayan transformation as part of developing rice sector in Central Java Province As Agriterra works closely together with the Ministry of Cooperatives in Indonesia, discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province, we were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful, it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment. 

Agriterra will conduct Contemporary Cooperative Workshop on 20-21 January 2018 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators, while KUD Bayan will cover the cost of the participants, including venue and meals during the workshops.
The next training is Financial Management Training that we plan to do in February 2018. We expect by participating in this training KUD Bayan is willing to recruit professional accountant and audited by public accountant.
We plan to support Strategic Planning Workshop in Mar 2018, in order to help KUD Bayan focusing their business and resources. And Rice Production Business Plan in September 2018 in order to have a Business Plan to be offered to their potential members.

To transform KUD Pringgodani as par excellent example of fake/bogus cooperative that do not serve paddy farmers into an agricultural cooperative with rice producer as main business.
Business development - Asia Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.

  

Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri & food top sector are key principles; advice, training and exchange the key methodologies.

  

Agriterra developed a range of practical training products for cooperatives and agricultural organisations in developing countries.

  

Under this project, trainings on business development are covered. Agriterra developed several products and trainings on this topic:

  

•       Training of trainers My.COOP

  

•       Marketing basics training

  

•       Financial sustainable services•       Value Creator



Professional farmer cooperatives and organisations, bankable cooperatives who are resulting in profitability, solvency and higher incomes for members.
Business Development of MDWA Sunflower Production Mambwe DWA is a women-based organisation with a key focus on women empowerment through business, lobby and advocacy. The association was formed in 1997 and legally registered in 2006 and currently has a membership of 1,180 individual farmers - of which 1,056 are women and 124 males – organised in 145 groups and 12 Area Women Development Associations. The association members all hail from Mambwe Rural District.The aim of Mambwe DWA is to reduce poverty and vulnerability levels among rural women and youth thereby enhancing the community livelihoods and empowering the women. 
The organisation is engaged in the following activities:
support of sustainable agriculture among the members for poverty reduction and food security. Under this activity, different types of trainings in new technologies are organised including agroforestry, sunflower production, human rights & gender awarenessprocessing of cooking oil from sunflower and groundnuts grown by the members, which is sold in the communitiescapacity development of the members for effective running of the families and the organisation.


Improving the sunflower business to make it a profitable business by increasing production in terms of yield, oil content and quality hence becoming sustainable. A grant will be given by USADF and other agri agency who will come on board.

Increase and strengthen the membership base by 25% (1,875) and improving the sunflower business to make it a profitable business by increasing production in terms of yield, oil content and quality hence becoming sustainable. 
As well as empowering the members in high production of crops and livestock, value addition and creation of stable markets
Expandiendo el mercado local En los tres meses que quedan (15 agosto - 15 noviembre) se quiere desarrollar un pequeño plan de acción que refleje los compromisos pendientes de ANAQPUI dentro de las actividades del proyecto, potencie el área comercial de la planta de El Alto y através de los servicios de Agriterra fortalezca la visión estratégica y la elaboración de presupuesto para dejar de ser una organización reactiva y empezar a ser una organización proactiva.

Actividades del proyecto
Contratación de GerenteContratación de personal de cobranzasElaboración de Manual de ProcedimientosElaboración de EEFF semestralesImpementación del módulo de exportaciones en CIAPBase de datos de clientes actualizada en CIAPInicio del proceso de adquisición de las balanzas de pesaje para silosCompra de vehículo para distribución de la producción de El AltoInversión para reforzar el departamento comercial de El Alto
Servicios de Agriterra
Asistencia al taller de márketingElaboración del Plan Estratégico InstitucionalAsesoría agripooler para la elaboración de POAs y flujos de caja


Mejorar los mecanismos de control interno y potenciar las ventas de productos de valor añadido elaborados en la planta de El Alto con ventas de proximidad.
Assignments and services - non-FCS DGIS funds under this project, assignments and activities funded by other donors than DGIS Farmers in Common Sense programme will be registered.  

Looking at the nature of these funds, a plan can not be made yet. Team World has team members flexible to conduct these assignment and will coordinate and include BAs from other team if needed for these assignmets. As part of the coordination role of Team World, a fundraising policy and lobby plan per stakeholder will be elaborated.

Team World aims to provide paid services and play key role in acquisuiting and fundraising.
strenghtening Chinese farmer organisations; preparation of cooperation Two scoping missions showed the request and potential to support farmer organisations in China. The 2 pilot projects with 8 coops in Yunnan have been succesfull. They focused at organisational strengthening of individual coops and advice on production technologies. The focus there will be on expansion in order to roll out of the model of extension, cooperative development and to come to a larger outreach and stronger coöperative structures such as in federations and associations.  
In Gansu cooperative models started recently, but often are not strong yet. The focus will be on strengthening cooperative models (coops, federations and associations), their training and coaching systems as well as on technical  and marketing advise. 

In the end this should lead to farmers organisations, who can be clients for Agriterra and where Agriterra can support with its specific Dutch knowledge on the cooperative sector and on some specific Dutch specialities such as the potato sector.

As part of our investment in cooperative development in China Agriterra  needs and wants to be present with staff to enable stronger and fruitful relations with partners and other relevant actors. So this project will as well investigate and develop a local presence with staff supporting the programme.

Agriterra will organize advisory missions in the above mentioned fields:
missions for:
-negotiation, assessment, 
-strategy development 
-advice on federation and coop development and 
-advice on a prorgamme for training and coaching systems as well as to develop a service system for member coops.

The project must lead to farmers organizations, federations, with grass root participation, who will be clients for Agriterra and where Agriterra can provide support with its specific Dutch knowledge on the cooperative sector and on specific Dutch specialties such as the potato sector. In the future we can support them through training in cooperative development, extension, market access and agricultural production. 
Expected outputs are;
- establishment of > 4 federations - assessments of potential partners- cooperation proposals ready of the >4 potential partners - local presence/ liaison staff can be installed  - cooperation with a chain company (like Aviko)
Tools and instruments to promote grassroots entrepreneurship through farmers participation Agriterra has developed new and identified existing solutions w.r.t. a wide range of problems of farmers among which grassroots participation and entrepreneurship. Relevant solutions for the team local entrepreneurship are PPP (peoples participation programme), FFF (farmers field schoools), various methods of (participatory) business planning, value chain development, the CASE approach and MY.COOP manuals and training guides.

Under the new phase of FFP the need has been expressed to make an inventory of existing tools and to classify them according to specific needs of clients, this with a view to facilitate their use and application by both liaison officers and client organizations.

Agriterra has recruited an CIDIN officer to support this process of realizing a toolbox during 2012.

Objective: creating a toolbox for instruments and solutions regarding the following themes:
- Organising groups around economic initiatives (e.g. PPP)
- Improving agricultural productivity (e.g. FFF)
- Marketing and processing (value addition)
- Access to finance
- Business planning and initiatives
- Business development services
- Lobbying and advocacy on concrete issues with a view to promoting 
  business environment of local producers (e.g. PIPGA)
- In general: promotion of entrepreneurship

To realize this toolbox the following tasks are necessary:
- Inventorise which instruments, solutions, tools and methods are available for use by liaison officers and which are (still) missing: consulting library at S, interviewing liaison officers of team 2 (later possibly of other teams). 
- Classifying the available instruments, solutions, tools and methods in themes and languages. If necessary, discarding instruments, solutions, tools and methods which are not pertinent.
- If necessary (and feasible) identifying new instruments, solutions, tools and methods. 
- Filling the toolbox by with case studies and stories (examples of liaison officers from the field), background articles and agripoolers specialised in certain themes.  
- Demonstration of tools (internal training and exchange): liaison officers exchange and share their experiences with certain tools. 
- A working visit of the CIDIN trainee is planned to have a better idea of how a tool is applied and piloted in practice. E.g. a working visit in June 2012 in Benin where PIEPP (PPP) will be monitored after one year.  
- Making the toolbox visible and available at S or AIN

Objective: creating a toolbox for instruments and solutions regarding the following themes:
- Organising groups around economic initiatives (e.g. PPP)
- Improving agricultural productivity (e.g. FFF)
- Marketing and processing (value addition)
- Access to finance
- Business planning and initiatives
- Business development services
- Lobbying and advocacy on concrete issues with a view to promoting 
  business environment of local producers (e.g. FACT)
- In general: promotion of entrepreneurship
Expansión de Servicios Sustentables La Asociación de Avicultores de Santa Cruz (ADA) es una institución gremial sin fines de lucro fundada en 1971, constituida por personas naturales y jurídicas dedicadas a la crianza de aves para la producción de carne, a la cría de aves para la producción de huevos de consumo, a la cría de aves reproductoras para la producción de pollitos y/o pollitas bebé e incubación de huevo fértil. La organización representa a 183 avicultores individuales y 103 socios de la Cooperativa Agrícola San Juan de Yapacaní (CAISY Ltda), que comprenden aproximadamente el 90% de la producción avícola departamental y el 60% de la producción avícola nacional.
ADA disfruta de una elevada estabilidad económica y política, enmarcada en un escenario favorable de elevado crecimiento del sector avícola departamental. El principal reto que enfrenta la asociación es la relativa inmovilidad en el desarrollo de sus servicios auto sostenibles, una aspiración compartida por los productores, gerencia, trabajadores y directorio de ADA, pero cuyos objetivos no han sido alcanzados. Estos servicios comprenden la planta de alimento animal y los laboratorios de patología aviar y de bromatología aviar. 

En el empeño de apoyar las acciones dirigidas al desarrollo de las fuentes de ingresos auto sostenibles y reforzar el papel de ADA como organización avícola líder a nivel departamental y nacional, durante el año 2017 Agriterra apoyará las siguientes acciones:
·       Elaboración de un Plan Estratégico Institucional
  
·       Elaboración de un proyecto de inversión para la expansión de su planta de alimento avícola
  
·       Visita de prospección a un laboratorio de referencia y desarrollo de talleres internos en la política de calidad ISO 17025
  
·       Elaboración del Manual de Funciones y del Manual de Operaciones
  
·       Reforzar el fortalecimiento organizativo mediante un Taller de Gestión Financiera Básica, un Taller de Gestión Financiera Estratégica y un Taller de Control Interno y Vigilancia

El objetivo principal es potenciar los ingresos provenientes de los actuales servicios prestados a los asociados: servicios de laboratorio y los insumos de la planta de alimentación animal. 
En el año 2017 se iniciará con la planta de alimentación apoyando la elaboración de un proyecto de inversión para la expansión de la planta y en la búsqueda de entidades financiadoras.
Prepare for processing plant by taking manageable steps In order to pursue the ambition to start up an own processing plant for pasteurising milk, Kiambaa conducted a feasibility study and subsequently, a business plan was elaborated. 

During the AGM of 30 October 2013, members agreed to continue the project of the processing plant and approved the resolution to increase packing shares with an additional 250 KES a month as from November 2013. This contribution together with other funds from Society operations shall be utilised to pay the plant loan.

There was a delay in establishing processing plant because of lengthly procurement of 2 acres plot for the new processing plant. Business plan was further adjusted and even scaled down to manageable scale. Average milk intake increased again, from an average of 13,986 l/d in 2013 to an average of 16,109 l/d in 2014 (+15%).

Activities as elaborated jointly by Agriterra and Kiambaa for 2015:

Intensify Extension services to farmers Plan, hire and train Extension staff: done with support of SNV
Prepare for processing plant by taking manageable steps every year
Hire project manager (future production manager?) on starting up pasteurising and packaging and preparing plan for building new factory

Performance management
-	Training of Staff on a) customer care    b) new organisation with new working methods and new ICT
-	Select ERP (Enterprise Resource Planning) system for the new plant, implement last new modules on the existing ICT system

-	Contract marketing agency to a) search and select 3 milk shop locations, b) plan marketing, c) plan branding shops, d) plan PR (incl. newsletters, website)
-	Evaluate operation new equipment + prepare next step: design and plan new processing plant on new location (April)

Targets:

Increase milk intake to meet targets in business plan 
Increased area planted with fodder crops and use of silage by progressive farmers 
Boost milk collection to 18,000 litres a day
Install and start up 1 June 2015 of milk pasteurisation and yoghurt production on enlarged existing location 
Modernise ICT to remain in control when processing starts
Develop marketing & sales plan with marketing agency

Prepare for processing plant by taking manageable steps
Improving the flow of coconut sugar Jatirogo was established as advocacy group and as the coconut sugar farmers was not well paid, it was decided to focus on the development and situation of these farmers. The farmers were united around the Internal Control System (ICS) in which coconut sugar farmers should produce molded and crystal sugar according to ICS instructions. End 2008 also the cooperative was established. Initially only a few farmers paid in the membership fee, but also other farmers (Initiators not producing coconut sugar) became a member. The total number of farmers who joined the ICS amounts to 2024. Currently only 766 are also member of the cooperative. In total there are 28 sub villages in 3 subregions. The subvillages are divided into RTs and trained by appointed kader. The production coconut sugar has increased over time due to interest of other farmers to join.

The dream of the (board of the) organization is to be able to export themselves. Before capable of doing so several parts of the organization should be strengthened. Suggestion for support for the coming 1,5 year is: 
•	Strategy: As daily business keeps the coop busy, a concrete strategic plan is not available. There are many ideas but nothing is put down on paper yet
•	Business plan: Part of this is a business plan. As several investments still should be done, it should be written down what the impact is for the organization (also financially). Whether this business plan will be used to approach banks for loans or whether they will get this for free through Bank of Indonesia is not crucial. 
•	The organization itself should become more stable to be able to cope with the increased sales. On short term this involves financial management training (cashflow, cash management, etc), budgeting
•	Also the farmers should understand that this organization should have the chance to strengthen itself. Commitment of the farmers and better understanding the role of the cooperative would support this. 
•	Although Hivos have done an excellent job with the training of the farmers and to bring them to the current quality level, still further support could be given by training in organic fertilizer and financial management on household training/cooperative principles. As they are currently with over 2,000 farmers, it can’t be expected that they all get trained by an external trainer. Within the group they should appoint person who can become trainers (for some remuneration). They should follow a training ‘train the trainers’. 
•	Improve logistic process, including negotiation with buyers
•	Audit 2012, to have an independent overview of the current financial status. 

Longer term the type of support needed is: 
•	Communication within the cooperative
•	Transparency of organization through e.g. management training 
•	Exporting: English lessons, export procedures, contracting, marketing
•	Internal Control through e.g. traceability tools in place (computer) supported through HIVOS
•	Improvement of production (seedlings, procedures, etc)

* Better cashflow management
* Farmers capable and knowledgable to become trainers
* Strategic plan for the organisation