devinitorg/iati-policy-markers huggingface dataset:
Construcción de una Planta propia y continuidad del programa Pro joven COOPECAN PERU es una cooperativa de pequeños productores alpaqueros con socios en las regiones de Cusco  Ayacucho  Arequipa y Apurímac. Los actuales socios de la cooperativa son personas jurídicas y personas naturales  quienes acopian su fibra para transformarla y venderla a través de la cooperativa  además  reciben servicios de parte de ésta.
En el año 2015  Coopecan certificó sus procesos con el Certificado ISO 9001 – 2008  con lo cual contamos con protocolos para todos los procesos. También contamos con certificado de Responsabilidad Social y Fair Choice  con lo que acreditamos que se da el correcto trato a los colaboradores y a los socios. También hemos cerfificado nuestro laboratorio  para certificar nuestros lotes y los productos que comercializamos. Creación  implementación e inicio de actividades de un Comité de gestión con jóvenes que pueda mejorar la toma de decisiones de la cooperativa. SN
   Tema
   Acción
   Resultados esperados
        
    
   Actividades del proyecto
    
       P.1
   Governance
   Desarrollar   el programa ProJoven 2018 para formar jovenes que aseguren el futuro de la   cooperativa
   18   jovenes capacitados en gestion empresarial
       P.2
   Governance
   Implementacion   del comite de gestion  incluyendo a 2 jovenes  para apoyar la toma de   decisiones
   5   reuniones del comite de gestion  la constitucion del comite de gestion   aprobado y registrado en acta de consejo de administracion
       P.3
   Business
   Supervision   de la construccion de la planta y traslado de maquinaria
   Planta   en marcha
       P.4
   Business
   Capacitacion   en tendencias de mercado de hilo
   10   trabajadores capacitados
       P.5
   Business
   Una   gira de negocios y/o participacion en feria(s)
   4   nuevos clientes conseguidos y contratos cerrados para la venta de 25 000   kilos de hilo
Increased efficiency milk processing (3) <p>The new production line is fully operational since Nov. 2015  and has a capacity of 10 300 l/hr whereas the older one had a capacity of 6 300 l/hr. Since the commisioning of this second line  the average production has increased up to 117 000 L/day for the two months of November and Decmber 2015 up from an average of 86 000L/day for the past 10 months preceeding November 2015. Max. production recorded so far after the commisioning of the second line has been 135000L/day.<br>Estimated milk production within the catchment of Meru region is 200 000 L/day  so MCD has a market production share of almost 70%. The ambition is to get 100% market share which will be an uphil task since the growth curve is almost flattening. </p>
<p>Main goal is to fully utilize the installed processing capacity of 300 000L/day by the end of 2018. However  for 2016 Meru Central Dairy are looking at getting to a high of 200 000L/day.</p>
<p>2016 goals:</p>
<p>1. Receiving and processing 200 000L/day at the end of 2016<br>2. Increasing production per cow/per farmer<br>3. Increase its national average market share (By 2%)</p> <p>Main goal is to fully utilize the installed processing capacity of 300 000L/day by the end of 2018. However  for 2016 Meru Central Dairy are looking at getting to a high of 200 000L/day.</p>
<p>2016 goals:</p>
<p>1. Receiving and processing 200 000L/day at the end of 2016<br>2. Increasing production per cow/per farmer<br>3. Increase its national average market share (By 2%)</p> <p>Activities identieifed in 2016 action plan: </p>
<p>- Evaluate the effectiveness of the current extension strategy and revamp it to be able to support the current business ambitions &<br>Develop an extensive fodder strategy and roll it out (Mission  in coordination with SNV)<br>-Farmer field days & exchange visits<br>- A module on the existing ERP that can help track the marketing activities or a stand-alone software to do the same? (Mission? To look into this?)<br>Exchange visits<br>- Exchange visit for a team of 5 management staff to a processing facility handling 200 000-300 000 litres of milk per day (budgeted by Agriterra)</p>
<p>Performance management<br>- Develop a staff training program for the entire organization<br>- Training of the board + SB on:<br>• KPIs<br>• Roles<br>• Managing growth challenges including conflict resolutions</p>
<p>- Supervisory staff training on<br>- Working with KPIs and target setting<br>- Keeping employees motivated<br>- <br>- Implementation of the marketing plan developed by the marketing mission<br>- Follow-up training </p>
<p>- Invest in PR materials<br>- Mission on extension (see production)</p>
<p>- Follow up mission on efficiency and controls Finance Department after assessment by Agriterra that previous recommendations have worked on </p>
<p>- A follow-up mission on marketing after ascertainment by Agriterra that previous recommendations have been implemented</p>
Administratief: Kigali office Great Lakes Region <p>administratief project voor kosten hosting Agriterra door SNV Kigali</p> <p>Hosting van BA Grote Meren in SNV Kigali</p>
Work towards becoming a leading profitable producer in coffee in Dak Lak Ea Kiet Coffee production cooperative has high ambition to growth organizationally and economically to be exporter in coffee products. Ea Kiet Coop should have studies on value chains and detailed business plans (for inbound service and outbound services). Work towards becoming a leading profitable producer in coffee bean for export in Dak Lak and key coffee powder and roasted coffee bean supplier in domestic market Ea Kiet Coop should have studies on value chains and detailed business plans (for inbound service and oubound services). Moreover  Ea Kiet Coop will implement activities to improve the level of committment from its members thought various areas such as developing an appropriate governance structure  rolling out MyCoop meetings/trainings and making financial report transparent and understandable for all members
Farmers-Focused Transformation Burkina Faso In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”. 
In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector.
As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity.
Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate.
At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer 
Organisations via quantifiable KPIs that require systematic tracking and reporting. 
The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are:
• Goal 1: Support one million farmers through 320 farmers’ organisations. 
• Goal 2: 50 million euro mobilised because of lobby and advocacy proposals. 
• Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions. 
• Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets 
and Agri services. 
• Goal 5: 10,000 direct jobs supported. 
• Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female 
leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations and Cooperatives,
Member Farmers
Jobs  jobs  jobs Burundi Facilitate job creation witin the selected coops Improving the business operations and performance of Agriterra clients in Burundi Co-financing the salaries of young professionals and providing coaching and training to new recruits basing on cooperatives priorities
increase of membership and volumes for collective marketing <p>Phung Nam Early Lychee Cooperative is a very young cooperative and established in May 2015. The cooperative has been able to rapidly increase its membership to 62 members and has raised an amount of 350 mln VND of share capital. The organisation operates in one commune and has deliberately opted for a legal status of a cooperative  because this makes it possible to sell the fruits collectively.</p>
<p>The organisation follows the legal requirements for cooperatives. The board is composed of active farmers  with trading experience. They are closely connected to the membership of lychee growers. The board is young  has capacity but needs more business and governance skills. There is good potential for increase of membership and volumes for collective marketing.</p> <p>Increase awareness on cooperative model and increase amount of members</p> <p>Proposal 2016: <br>1. Participate in developing value chain analysis. <br>2. Capacity building of management in marketing and cooperative principles.<br>3. Awareness raising about cooperatives.<br>4. Visit a successfully cooperative to learn about potential.<br>5. Expand membership base to 90 members <br>6. Develop job desciption and rewarding scheme</p>
Optimizing the wheat flour mill investment and professionalizing the HR of the union farmers’ cooperative union has been showing a rapid growth and development in the past years in its capital  membership  output marketing volume and fixed asset investment. Between 2014 and 2016 the union capital has increased from 42 million Birr to 55 million birr membership has increased from 50 214 to 54 313 small holder farmers. The union is located in a vast arable area  and has enormous potential for wheat  maize  malt barley  haricot bean  Teff and Potato. The union mainly purchases wheat  maize  malt barley and haricot beans. In 2015 the union has purchased 30 000 quintal maize  20 000 haricot beans  20 000 malt barley and 4700 wheat. Since wheat is this their primary crop  the union wanted to add extra value to wheat marketing: the outcome of the conducted feasibility study for a wheat flour mill factory showed to be profitable. The study stipulated that there is a high demand for wheat flour in the market  although multiple initiatives in the milling market are already undertaken or underway.
The Union’s total investment in 2015-2016 include 28M Birr and comprises a 80 000 quintels warehouse (8.2M)  a flour milling machine (12M) and accessory building (3.5M)  a 550 kW transformer (1.5M) and a seed cleaning machine and accessory building (2.6). The milling factory will be operational end of February 2017  the other investments serve the 2017-’18 operation. Despite a difficult year 2016 due to the unrest (82 PC’s property and capacity destroyed!)  the union managed to invest in valuable assets and in optimizing their seed multiplications business. Since 3 years this business is ongoing  due to solving the legal issue (finally they received the necessary license)  they started upscaling (around 4 000 quintels seed in 2 varieties collected) and very well executing this business. I.e. the union provides an interest free loan for the seed producing farmers for seed  fertilizer  chemicals after harvesting (combine of union is mandatory) the turnover of the collected seed will be deducted with the outstanding loan and cost of harvest. Might this not be sufficient  than the farmer has to pay back in cash (so far 2 out of 108). 
 For 2017 the union will focus on optimizing their ongoing and new business  by focusing on HR (training  new staff)  added value (branding  communication and advertising  operationalizing investments) knowledge (exchange visits  market information) and strengthening their PC’s. More specifically this action plan will focus on:
Increase production efficiency of tea factory and strengthen marketing strategy Prithvinagar Small Farmer Agriculture Cooperative (PSFAC) is located approximately 10 km South of Bhadrapur close to the border with India. It focuses on the processing and marketing of tea produced by the members. Besides tea processing and marketing the cooperative is also involved in the business of savings and credit services to its members.The cooperative was established in 1995 in response to promote the production of tea by smallholder farmers  as the land in the area is very suitable for tea production. The cooperative started with only 25 members and 1250 NPR shared capital. Now  the cooperative has 2146 members and shared capital of 18.9 million NPR. Until 1999 the cooperative only collected tea leaves from its members and sold it unprocessed to a private tea factory. However  the prices offered by this factory where relatively low and there was no timely payment. Therefore  the cooperative created in 2009 the ambition to invest in its own processing factory. The large tea factory was built with government funding support. Total investment was 80 million NPR  of which 30 million government grant  20 million loan SKBB (5% interest) and 30 million share capital of the members. Tea processing is new for PSFAC. So far the business has not created significant profit (0 in the 2016-17 fiscal year). PSFAC believes it can increase profit if it can optimize the efficiency of the factory and strengthen its capacity in marketing of the processed tea. By the end of 2018  through the collaboration with Agriterra  the cooperative strives to have its profitability of the tea factory increased with 5%. Provide better returns to tea member farmers by increasing efficiency of tea factory and improving marketing channels. The partnership will work on constraints that were limiting Prithivinagar to scale up the processing activities and provide maximum returns to their members. On this basis  one of the main activities will be to develop a production plan and integrate it with the marketing plan. The activities will also include strengthening their supply and establishing linkages with different marketing channels to ensure maximum sales. To realize the improve marketing  Prithvinagar will recruit a marketing manager  who develops a marketing plan for the cooperative. Similarly  a student intern will do market research in close coordination with marketing manager to develop an effective marketing plan. For improvement in production activities  a consultant from Indian tea board will assist the cooperative in making an effective production plan.
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.
Internationalization of the Agripool The project establishes new recruitment centres in different countries. The project liaises with leads interested in our services  like FAO. Framework Organised relations of farmers play an important role in the structural transformation of rural areas in developing countries. The success depends upon the professionality of these organisations. We would like to contribute and offer those organisations that  hold the capacity and willingness to change that are necessary to achieve this.  Organisations that once have benefited from the Agripool experience themselves could become expert providers as part of an perpetual wheel of development in which the pay it forward principle is working.  Agripool principles  International peer to peer knowledge amp, experience sharing  Individual experts should represent a bigger agri-related organisation Pay it forward principle (after successful trajectory  a client becomes a supplier) Exclusive community Client interest comes first An Agripooler is not a consultant Fees are a flat rate  are paid to an organisation  not the individual and they are non-commercial  General objective Provide a tailored advice to agro-related organisations.  Specific objectives Build a sustainable and high quality worldwide Agripool network to interconnect the network  Strategic lines Identify potential partners who can help us identify potential agripoolers Identify potential partners who can become potential  paying customers Develop tools/guides/instruments/trainings etc. to improve Agripool knowledge transfer Coordination and interconnect HQ agripool recruiting Identify resources (HR  financial  etc.)
Renforcer les principes coopératifs au sein de la coopérative La SOPACDI a commencé à améliorer sa transparence interne et en 2018 elle voudrait continuer cet développement. Pour bien respecter les principes coopératives les positions du PCA et gérant doivent devenir séparées et la coopérative veut aussi analyser les avantages et désavantages de devenir une union des quatre coopératives. Les membres doivent mieux comprendre la situation financière de la SOPACDI approuver/rejeter des choix stratégique en l'AG en toutes connaissances et connaître mieux leur rôle et responsabilité en tant que membre. Pour tourner la tendance de la baisse des ventes la SOPACDI peut renforcer les efforts du marketing. Audit 2017 avec les frais d'Agriterra specificiéRefleter correctement la situation financière de la SOPACDIDiscussion des recommandations de l'audit au niveau de 21 secteursLes membres comprennent mieux la situation financiere de la SOPACDI peuvent approuver/rejeter des choix strategique en l'AG en toutes connaissances et connaissent mieux leur rôle et reponsabilité en tant que membreSession d'approfondissement de l'interprétation des états financiers: discussion avec les membres de SOPACDI dans une session après l'AG avec Christophe Nzalamingi (rétabli du plan d'action 2017)Les membres comprennent mieux la situation financiere de la SOPACDI peuvent approuver/rejeter des choix strategique en l'AG en toutes connaissances et connaissent mieux leur rôle et reponsabilité en tant que membreDéploiement de ce qui a été appris dans l'atelier du compostage au niveau des secteurs Ateliers du compostage au niveau des secteursChangement de logiciel comptableChanger Quickbooks à SAGE ou un autre logicielDiscussion du plan de séparation des responsabilités du Président du CA et Gérant au niveau du CAMr Munganga Joachim joue un seul rôle entre les deux à la foisDiscussion du plan de devenir une Union des quatre coopératives au niveau du CALes dirigeants sont bien informées sur l'idee de devenir une union
Improved capital position for Asnikom will lead to better sales Asnikom is a  coffee cooperative based in Flores. Although established already in 2010  they are only recently active in marketing of coffee. With limited working capital and few clients  the cooperative has to develop themselves into a professional cooperative. To become an exporting cooperative  several activities have to take place the coming years. Focus coming months will be on getting a bookkeeping in place to improve the traceability of money with a reliable procedures and system in place  members will be more willing to invest in the cooperative (internal capitalisation) and will make it easier to attract external capital. For this the bylaws have to be adapted before the RAT in March. Knowledge of financial management and governance should be improved to professionalise and increase the knowledge of board and management. This will be done through trainings. Till now no financial audit has taken place and the audit for FY 2016 will help the coop also to get better inside in their financial management procedures. Good bookkeeping system in place  Improved bylaws to make internal capitalisation possible  New sales channels for the coffee KSU Asnikom is a cooperative established by groups of coffee farmers with being facilitated by activist of Pusat Pengembangan Sosial Ekonomi (PSE) Keuskupan Ruteng (the Center of  Economical Social Development (CESD) of the Catholic church under Diocese of Ruteng –Flores)  together with Veco Indonesia to develop the coffee sector in Manggarai district and have a collective marketing. Having received the prize for the most delicious Robusta and Arabica coffee in Indonesia Cupping Contest 2015  there should be a market for their coffee. With both organic and fairtrade certification  the organization should be able to earn more also through fairtrade premium. As the cooperative is still young  the internal organization is not well developed yet. Especially in the field of financial management many things are to be done. A good bookkeeping will make it also possible to start with internal capitalization and overcome the problem of limited working capital.
Agriterra will start supporting KSU Asnikom in 2017 with:
•              Implement accounting application
•              Audit financial report year 2016
•              Advice on drafting by-laws (incl. internal capitalization)
•              Financial management training: to update knowledge about financial management.
•              Governance Training to improve their governance
•              Cupping training
•              Coaching by Agriterra staff on financial management  marketing  etc.