devinitorg/iati-policy-markers huggingface dataset:
Viabilisation  du business à travers les groupements de la LSC La LSC compte bien structurer ses membres afin d'asseoir des coopératives fortes qui gagnent des revenus à travers les filères manioc et champignon.  Elle a organisé au cours de l'année 2017 une formation sur la commercialisation en commun en faveur des responsables des coopératives. Ceux-ci devront continuellement organiser le business à travers les coopératives. Elle compte développer des affaires au sein de ses différents groupements. Elle envisage renforcer les capacités dans la gestion financière.                                            

Les activités de ce projet sont une continuité du plan 2017 qui s'est focalisé sur les apspects internes de l'organisation et l'amélioration de la gestion financière. Les activités principales sont les suivantes : 
- Faire l'audit des états financiers de 2017 et présenter à l'AG ;
- Organiser les journées porte ouverte pour la mobilisation des parts sociales ;
- Organiser le coaching du comptable sur la production des états financiers ;
- Former les membres sur les techniques de transformation du manioc ;
- Visite d'étude des responsables de la LSC à KINASI Compagny et au Mushroom center à Kamoni/Kigali sur la transformation du manioc ;
- Révision des manuels des procédures administratives et financières et code de bonne conduite ;
- Organiser une séance d'amendement et adoption des textes des statuts dans l'AG ;
- Mettre en place un plan marketing pour le manioc et le champignon
Au niveau d'Agriterra, un appui-conseil sera fourni dans le cadre de la recherce du crédit. Les membres du CA vont bénéficier d'une formation sur le MY.COOP afin d'améliorer la qualité des services aux membres. En outre, la coopérative va élaborer son plan stratégique et son plan d'affaires pour le manioc et champignon. Enfin, le conseil de surveillance va participer à une formation sur le "    advisory board" afin d'améliorer la qualité du contrôle au sein de l'orgnaisation.   

Team World aims to provide paid services and play key role in acquisuiting and fundraising.
Sugarcane Farmers Cooperatives Background proposed actions  and choices made based on scoping exercise and talks with VCI-team: The support to Sugar Canes Cooperatives plus  Water Management Organizations operating in areas which follow: Mwogo, Mageragere and Ntarama.              For SUFACOMWO (66 members) and SUFACO NTARAMA (472 members with 8,500 tons per each year); the business scenario is that Kabuye Sugar Works Factory collects the produce directly from farmers  and pays them directly through their bank accounts. Currently cooperative receives 500 Rwf from the factory for each ton supplied by its members at the end of the year through cooperative’s bank account. The factory is also involved in providing inputs to the farmers. For SUFACOMA (219 members with 9,581 tons collected each year), the system of payment is the same like the previous ones, a difference is that the cooperative owns a truck for transport and the members are supplying their produce on time. For  these three cooperatives, support is needed on the short run to in improve governance, record keeping , and establish financial statements. The remaining 6 SUFACOs need some more time to mature, but they can receive the trainings second half of 2018. For WAMOS, a training in Financial management is  recommended. 

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 The goal is to upgrade and modernize the cooperative processing technology and facilities to increase juice production by 400%,  in order to meet current and future demand. The cooperative aims to dominate the Queen pineapple processing industry in the country.   
Also to improve the production of pinapple fibre to meet local and international demand
Indonesia - Scoping missions and assessments 2018 Agriterra
supports farmer-led businesses: companies where farmers are either directly or
indirectly in control. This control is in place either because the business is
a membership organisation or because agricultural organisations are the
shareholders. These agribusinesses – usually cooperatives – become our clients
because they know that Agriterra can make a contribution to their aim: a
strong, competitive market position.
Agriterra uses strict entry and exit
criteria for clients. To become a client, cooperatives must have at least 1,000
members (possible to deviate if growth potential can be proven), be able to
show a track record in business, have realistic ambitions for growth, recognize
the need for finance (working capital and term loans) and be prepared to
change. Clients who show little progress, have a vision that differs from
Agriterra’s long-term view, show no genuine desire to professionalize the
business, or prove resistant to change, perpetrate fraud or malpractice in
financial management or suffer from serious governance issues that hamper
proper business performance are reasons for an exit as Agriterra client.
Besides that, a client can also exit for positive reasons such as having
successfully implemented a business plan. 
Agriterra has the ambition to quickly build
up a client portfolio in Indonesia. Within the coming years we hope to expand,
also due to increase of staff, to support 25 cooperatives by 2020. To achieve
this goal, taking into account that part of the current clients will exit,
scoping activities and company assessments have to be conducted.

Scopings and assessments

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Indonesia 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.
Professionalizing Kiwira-SACCOS & preparing for growth in members Kiwira SACCOs Ltd is a saving and credit primary cooperative society registered in 2002. It is operating in Tukuyu district, Mbeya Region, South-east Tanzania. It’s main products are providing security for member’s deposits and savings, issuing loans to members and money transfer. The SACCOs has more than 1000 individual members and over 100 corporate members (groups and associations). The membership to Kiwira SACCOs is not restricted to farmers only but majority of its members is either farming or professionally active in agricultural sector. The Tukuyu district is a very fertile area with reliable rainfall. Some important crops are tea, bananas and Irish potatoes. 
KIWIRA Sacco’s objectives: 1. professionalizing its administration and services to members2. Increase its membership base (to 5000 in 2018), increase their involvement (capital) and reach-out to more rural farming populations by opening branches in villages closer to the members.3. Increase internal capitalization and decrease dependency on external loans. 4.Diversifying its products for members; a.o. proposing agricultural inputs loans to the farmer5. at term support farmer-members in professionalizing marketing of potato
As potato farmers are hardly organized, Kiwira-saccos could at term be an entry point for Agriterra interacting with potato farmers and eventually strengthen their position in the potato value chain.

After a scoping mid 2015 and a successful company assessment end 2015, Agriterra aims to collaborate with the Kiwira-Saccos for strengthening their position, contributing to reach their objectives and provide services to more farmers in that high potential agric area .
main areas of collaboration in 2016:- Financial management- computerized bookkeeping- Loan appraisal and follow-up- Business & strategic planning- Member commitment & internal capitalization
2017: In 2017 more efforts will be put on forming special member committee for Irish potatos growers for assessing needs and design strengthening activities. Acquisation of new accounting software(Microfin), training on how to use and visit the Saccos use microfin software this is one the objective in 2017, and also carrying out activities to educate current members and promote the SACCOS with potential members involving women & Youths. Agriterra will monitor progress strictly as in 2016 some crucial activities were not executed.

- financial products adapted to needs farmers / members- reliable member database- computerized bookkeeping- decreased portfolio at risk (PAR-bad loans)- Board + management aware of Good financial management practices- Long term directions clear (strategic plan)- draft business plan designed
IS-Academy on Land Governance for Equitable and Sustainable Development (LANDAC) The “IS-academy” concept was initiated in 2005 by the Ministry of Foreign Affairs of the Netherlands in order to strengthen the role of knowledge and research in the fight against poverty and for sustainable development. In 2010, the IS-academy entitled: ‘Land Governance for Equitable and Sustainable Development’ has been launched. This IS-academy on land governance will operate as a partnership between IDS (University of Utrecht - leading partner), Agriterra, Africa Study Centre (ASC) (Leiden), Chair Disasters Studies (CDS -Wageningen University), HIVOS, Royal Tropical Institute (KIT- Amsterdam), Triodos Facet and the Department for Sustainable Development of the Dutch Ministry of Foreign Affairs (DDE). 
These collaborating partners have a broad network of local counterparts (including universities, NGOs, producer organizations and other civil society organizations, financial institutions, ministries) and embassies with whom they collaborate in Africa, Asia and Latin America. The IS academy partners will invite their southern counterparts and other organisations based in the global south that are working on land governance to participate in activities of this IS-academy from the start. 
Land governance today is about managing diverging interests, competing claims, and processes of inclusion and exclusion. It is also about processes of institutional change, as the rules of access to land and the nature of property regimes change, covering a wide range of topics (tenure rights, land administration, land use, systems for dispute resolution, decentralisation). Land governance choices are influenced by paradigms related to agricultural development, private sector development, public administration, law, gender equity, indigenous rights, environmental governance, etc. 
A range of new, often opposing pressures and interests need to be reconciled. Land governance processes needs to strike a balance between protecting rights and promoting the most productive use of land; between economic progress, sustainable land use and social justice. Although new land policies seek to secure the rights of smallholders, these policies (or other policies) promote large-scale farming and productive use of land. Other issues that influence policies related to land are the aspirations of rural inhabitants to leave for urban areas, the implications for land rights and use of rapid urban expansion, processes of speculation in the peri-urban sphere, and ‘urbanization’. The guiding question of this IS academy is how to optimize the link between land governance, sustainable development and poverty alleviation; and thus how to deal with new pressure and competing claims, while maximizing opportunities for inclusive and equitable development.

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Improved coordination, agenda setting, increased understanding, knowledge brokerage, improved exchange between stakeholders, capacity development; changes in perception)
support KDDC in improving and upscaling dairy processing Kamdhenu Dairy Development Cooperative is a farmer led organization in the eastern part of Nepal with a dual membership model. Membership is open for primary cooperatives (45) and also for individuals (230). Members come from the entire supply chain of dairy products: dairy farmers & cooperatives for milk supply, staff members of the cooperative for processing & distribution and retailers for the sale to consumers. About 10.000 (small) dairy farmers are indirect members of the cooperative and deliver milk to the cooperative. The cooperative provides two main services to the members: dairy processing and financial services. Since April 2016 a new Board of Directors and Audit Committee was elected. The daily operation is managed by a management team with both experienced and junior managers. Since April 2016, the previous Finance and administrative officer is taken up the position as interim general manager.The current product portfolio includes milk, yoghurt, ghee, paneer, khoa and butter, selling around average 14.000 litres per day, with some seasonal fluctuations. Production of milk is around 14.000 liters per day, in line with the sales. Market opportunities are good . The capacity of the current factory is 25.000 litres, large enough for the coming 2 years to handle the current production. Aim is to grow in two years time towards 22.000 liters a day. This will require cleaning up and rearranging of the current factory, requiring limited investments only. A clear strategy and focus on the implementation of the strategy will help KDDC to make a gradual grow and get ready for the possible next step: moving and expanding the processing factory after 2 years time.

The activity plan includes Advisory Services only, so no project budget needed. A Letter of Intent will be enough for this first action plan/contract

Support KDDC in preparing a strategic business plan and improve the financial management in order to improve and upscale dairy processing and marketing.
Coffee processing by Ywangan TCS The Township Cooperative Society in Ywangan has the ambition to set up a coffee processing plant for their coffee growing members. During the assessment it became clear that support in organisational development of the TCS has the priority before starting with a processing plant.

Analyse the 2017/2018 coffee season, look at quantity, quality, process and compare with coffee sector in Myanmar. Based on the finding we can see what next steps should be taken.
Offer My.Coop training to the board and management

Set up coffee processing facility by Township Cooperative Society (TCS) in Ywangan
Farmer-led oil refinery of niger seed Admas farmers’ cooperative union (Wolkite town) aims to establish a semi refinery Niger seed oil business on behalf of its cooperative members. Key product is Niger seed oil, which local consumers use for cooking and baking. Next to the consumer oil, the by-product oilcake has a sound commercial value as animal feed for cattle and chickens. The oil will be bottled, branded, packed in a carton and will be marketed to the domestic market. The by-product, oil cake, will be sold locally as animal feed. 

The current business plan has been presented to various local banks and international investors. Though interest is there, local banks stress the importance of enhancing Admas own equity position. Therefor Admas decided to issue new shares. In order to raise awareness of this new farmer-led business, Admas will start a large awareness campaign among its members and important governmental stakeholders. 2013 is the year of getting the loan mobilized, internal capitalization, developing a sound barding and marketing strategy and start the construction of the factory.

Admas action plan 2013 focusses on achieving the following objectives: 
-	Developing a long terms internal capitalization strategy
-	Mobilizing internal capital – 5000.000 ETB 
-	Mobilizing bank loan of – around 8000.000 ETB
-	Improving marketing capacity
-	Improving financial management capacity
-	Improving membership commitment and supply chain management

Once the loan and internal capital is mobilized Agriterra will support Admas with proper acquisition and construction of the factory, by provision of technological advisory services.

- Developing a long terms internal capitalization strategy
- To mobilize internal capital (5000.000 ETB) and bank loan (around 10.000.000 ETB) for semi-refinery
- Improving marketing capacity
- Improving financial management capacity
- Improving membership commitment and supply chain management
- To start acquisition and construction of refinery plant
Increase commitment of members through basic cooperative principles The Junar Central Cooperative Union (JCCU) was established in   2008. It is a federation of 43 Primary cooperatives and 2 district   cooperative (Sindhuli and Ramechap) unions representing about 7626 individual   farmers. JCCU has the mandate to advise and provide services to the district   unions, the primary cooperatives and its members. JCCU is active in   networking and lobbying with district, zonal and national government and   third parties. Furthermore JCCU initiates, organizes and monitors the   investment they are doing on behalf of the members. JCCU is positioning   itself more and more as a business partner for the cooperative farmers. JCCU   recently invested in a Junar processing plant where Junar is cleaned, waxed,   graded and packed and partly processed into juice. Farmers sell part of the   Junar directly to the market and partly through their coop to the union for   the factory. JCCU has committed itself during a strategic planning workshop   to address 3 strategic objectives in the coming 3 years: 1) establishing a   modern Junar tree nursery, 2) building the management and governance capacity   of the primary cooperatives, and 3) increasing the sourcing and marketing of   Junar from the primary cooperatives.In order to ensure a regular sourcing to   the factory members must be committed and understand the added value of the   cooperatives. The main focus in 2018 is to continue the activities which has   remained in 2017. The activities mainly focuses on building members commitment by creating  awareness to   members on the cooperative principles, governance, providing services to the   farmers, networking with other development agencies and reviewing the   activities implemented and its outputs.
          

The project will be executed from January-June,2018. The activities in the project mainly focuses on building members commitment by creating  awareness to members on the cooperative principles, governance, providing services to the farmers, networking with other development agencies and reviewing the activities implemented and its outputs.

To gain members commitment for the smooth operation of farmer led business of oranges and to aware PCs on the role and responsibilities of JCCU and PCs for successful operation of its business.
Myanmar Scopings and company assessments Scoping, company assessments and organisation assessments conducted in Myanmar

During 2017 several introduction, research and scoping mission in Myanmar will be conducted. 

The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to the country of Myanmar. This 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.
Mejora continua de la gestión y la gobernanza de la cooperativa La Cooperativa Agraria Allima Cacao Ltda, es una organización que anhela la sostenibilidad, es por ello que en la actualidad 03 trabadores se encuentran en planilla gozando de beneficios laborales de acuerdo a ley, además también cuenta con un acuerdo de capitalización lo que va permitir mayor involucramiento de sus asociados y valorar más a su cooperativa. Cuenta con Estados financieros auditados del año 2016, Actualmente tiene una Página web permitiéndole estar más conectado con el mundo de tal manera que los clientes, nacionales e internacionales puedan conocer desde cerca las actividades que realiza la cooperativa, con sus socios y aliados estratégicos. 
La Cooperativa Agraria Allima Cacao, busca la sostenibilidad, razón por la cual se elaboró un PLAN ESTRATEGICO, 2018-2022, documento que permitirá enrumbar los destinos buscando el mejoramiento de la calidad de vida de sus asociados ya que estamos convencidos de que las estrategias planteadas serán suficientes para poner en marcha el Plan y generar buenos resultados para la cooperativa. 

             SN
   Tema
   Acción
   Resultados esperados
   Actividades del proyecto
    
       P.1
   Governance
   Implementar   el plan de capitalizacion que incluye el reglamento y la libreta de   aportaciones
   Reglamento   aprobado en consejo de administracion y por lo menos S/. 20,000 de aportes   adicionales movilizados
       P.2
   Governance
   Identificar   25 jovenes productores o hijos de productores para participar en un taller de   motivacion 
   Por   lo menos 15 nuevos socios jovenes inscritos y crear un comite de jovenes
       P.3
   Governance
   Elaborar   y ejecutar un modulo de sucesion dirigencial
   Desarrollar   un perfil para directivos y 20 lideres capacitados
       P.4
   Financial   management
   Valorizacion/   tasacion de los activos de la cooperativa
   Incremento   del patrimonio con S/. 300,000 y obtener un credito de US$ 100,000 de una   financiera internacional
       P.5
   Business
   Desarrollar   una marca y empaques para chocolates
   Una   tonelada de cacao convertida en productos con valor agregado comercializados   en mercado nacional
       P.6
   Financial   management
   Capacitacion   de la asistenta administrativa y contable
   puntaje   minimo de 15 y contrato de compromiso firmado
       P.7
   Business
   Elaborar   expediente para instalar electricidad trifasica
   Electricidad   trifasica instalada
       P.8
   Production
   Implementacion   de un software de tecnologia movil para certificaciones
   Datos   de por lo menos 128 socios ingresados en el software
       P.9
   Financial   management
   Auditoria   externa de los estados financieros de 2017
   Auditoria   aprobada en asamblea
       P.10
   Governance
   Capacitación,y   sensibilización sobre Cooperativismo y desarrollo humano en 03 comunidades
   20   productores capacitados se inscriben como socio en la Cooperativa.
  

Lograr capacitar a la mayor cantidad de socios y personal en cooperativismo y gestión para asegurar la sostenibilidad de la cooperativa y el mejoramiento de su actividad.
East Africa - Financial management of cooperatives and farmers' organisations Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. The year 2015 has been baptised the year of financial management. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in East-Africa.
As part of its strategy for 2016 through 2019, Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months. 
The underlying project comprises the following services:(1) implementation of the Basic Financial Management training (2) expansion to the new appointed program countries Zambia, Rwanda, Burundi, Congo DR, (3) recruitment and training of new trainers + Agriterra staff involved, (4) refreshment meetings for trainers and (5) design and production of an advanced strategic and financial management workshop for managers and directors of organizations that have already participated in the Basic Financial Management Workshop.

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To enhance comprehension of financial management by board of directors, senior management and members of cooperatives and farmer organisations.