devinitorg/iati-policy-markers huggingface dataset:
Tools  product development Within Agriterra  product development is the complete process of developing or improving a product or product characteristics and bringing it to market. Product development is described in the literature as the transformation of a market opportunity into a product available for sale and it can be tangible (that is  something physical you can touch) or intangible (like a service  experience  or belief). 
Product development may involve modification of an existing product or its presentation  or formulation of an entirely new product that satisfies a what a client wants.
A good understanding of client needs and wants  the competitive environment and the nature of the market represent the top required factors for the success of a new product. Cost  time and quality are the main variables that drive these needs. Aimed at these three variables  Agriterra develops continuous practices and strategies to better satisfy the clients requirements and increase their market share by a regular development of (new) products. To develop practices and strategies to better satisfy the clients requirements and increase their market share by a regular development of (new) products.
Towards haricot beans addition and boosting the haricot beans production and marketing activity BHAG: To be the number 1 organic haricot beans producer processor and exporter in Ethiopia Ras Gayint Farmers Multipurpose Cooperative has been established in 2005 with 21 founder primary cooperatives found in 3 districts of South Gondar administrative zone and with a less than 200 thousand Ethiopian Birr(ETB). From time to time through the support of Agriterra the union is brining drastical development in its business operations and service delivery to member farmers. The union is one of the best performing client from the Agriterra Ethiopia client folio list. Currently the union has 36-member primary cooperatives with 59 601-member farmers and 22 million ETB capital and being providing services like inputs supply credit provision industrial goods supply agricultural products supply from other areas grain marketing sheep marketing and export marketing as well to the affiliated cooperative and to the community in general in its operation area. From year to year both the output marketing volume and the union capital is increasing. To improve and speed up its performance Agriterra is playing a pivotal role it has been taken good initiatives like a five-year strategic plan developed the relationship between the union the cooperatives and farmers improved value chain development activities on haricot bean and malt barley properly done and production boosted  market linkage created with buyers in Turkey Great Britain France Belgium India and Italy. Furthermore the union manpower strengthened the union built reputation and good relationship with financial institutions. However the operations system and structure of the union remain without any amendments which result limited business diversification and additional growth. As an example in the union working area 50 000 tone haricot bean is produced but the union market share in comparison to its potential is still low and value addition also need to maximize its product values. Thus this year we will exert more efforts towards assisting the union to inter in ago processing activity improving the union performance by increasing its manpower especially by hiring key staffs gaining competitive advantage by certifying its haricot bean production method and improving the union governance practice This year we will exert more efforts towards assisting the union to inter in ago processing activity improving the union performance by increasing its manpower especially by hiring key staffs gaining competitive advantage by certifying its haricot bean production method and improving the union governance practice. Cascading the five-year strategic plan to each department and strengthening the union HR for proper execution of the strategic plan Establishing 1 pluses cleaning factory and conducting a feasibility study on animal feed processing plant establishment.Boosting the haricot beans production by 5% by engaging in seed multiplication activityGaining organic certification for haricot beans
Renforcement du management financier et de la gouvernance de la Cecafep. La CECAFEP est une coopérative initiée par la dynamique féminine LOFEPACO dans l’objectif de faciliter à la femme paysanne l’accès aux services financiers de base dont principalement l’épargne et le crédit agricole. De la caisse à la coopérative  cette institution a traversé beaucoup d’étapes dans son évolution structurelle. Elle rêve une croissance dans toutes ses dimensions en tant qu’une Institution financière. Agréée depuis le 14 mai 2015 elle est sous la tutelle de la Banque Centrale et se conforme à ses exigences pour plus de professionnalisme. Cette reconnaissance officielle de l’autorité de tutelle lui donne une position stratégique et une opportunité au-delà de son statut originelle comme dynamique féminine paysanne et lui permet de répondre à la demande d’autres catégories de membres en épargne  en crédit comme en éducation coopérative.
Sa mission ainsi que ses objectifs pour les cinq prochaines années  la ré visitation des documents de gestion(MAPAF  Chartes  RI hellip,)  l’analyse et la gestion des risques  le développement d’idées pour le plan d'actions  l’appui dans l’élaboration du plan de marketing et communication  le renforcement de capacité des membres des organes sur le leadership  le contrôle financier et bancaire ainsi que le renforcement de capacité des responsables sur la budgétisation et la planification.
  
La mission recommande aux responsables de la CECAFEP de documenter certaines procédures en pratique de gestion  de développer les stratégies de réduction de risque  ainsi que celles d’insolvabilité  de songer à rémunérer les parts sociales des membres effectif par les ristournes dans l’avenir  de garantir la sécurité aux épargnes de  membres  de mettre en place une cartographie  des membres en vue d’une planification des interventions  ainsi que de renforcer la capacité des gestionnaires dans la budgétisation et la planification. Produce management tools that make the SACCO more transparent and competitive in a concurrent environment.Raise awareness among members  especially youth  to mobilize more savings Organiser   audit externe 2017
       Elaborer  un nouveau plan   d'affaire quinquénale
       Mettre en jour le logiciel informatique
       Elaborer les manuels de procédure administratives
       Organiser  un atelier   d'évaluation du plan d'affaire triennal 2014-2016
       Echanges d’expérience auprès des institutions de crédits   agricoles
       Organisation reunion d'évaluation et  amélioration du système du crédit   warrantage
       Organiser des journées portes ouvertes dans les villages pour   mobiliser l'épargne des jeunes agriculteurs
       Former les membres du conseil de surveillance sur les techniques   du controle interne des coopec
  L'appui par Agriterra sera realisé sur des conseils autour des nouveaux produits susceptibles a etre fournis par la Coopec pour etre plus efficace .Ainsi le plan stratégique sera mis a jour.
Increase transparency within the cooperative KSS through improved financial mgt and governance Since the cocoa cooperative Koperasi Kerta Semaya Samaniya (KSS) has been established in 2010  it has faced several challenges. In 2011 the cooperative went bankrupt and with help of the local government  local NGO (Kalimajari) and person of ministry of Agriculture  the cooperative was re-started again. In 2013 the chairman was discharged due to limited trust and replaced with the current chairman. 
The cooperative collects fermented cocoa of its members  the abian subak  and sells this in a nice market. In Indonesia most of the cocoa beans are not fermented and sold in bulk to traders. This bulk product will probably be more exposed to the developments on the cocoa market. At this moment the cocoa market price has made a sharp drop. The cooperative sells their fermented beans to local traders and to Valrhona  a well-known French chocolate company since 2015. The beans to Valrhona are sold at end of the season (August) due to their limited cash position. During the company assessment two most important things noticed were the trust in the cooperative and the financial management. Due to the events of the past  the subaks are still a bit hesitant to join the cooperative. Currently 34 of the 143 subak in Jembrana region  are a member. In the past the subak lost their money they had invested in the cooperative. After the re-start no money has been invested in the cooperative. Only cashbook is noted in excel and within the cooperative staff or board no knowledge is available of making balance sheet and financial management is limited. Board and supervisory board  nor the one staff member  have job descriptions and knowledge about their role and responsibilities are limited. 
To increase trust in the organization it is very important that the governance is clear and the financial management system transparent. Main focus for Agriterra support in the first year will be on financial management. The suggested activities are: • Financial management training• Financial bookkeeping system• Financial procedures• Internal capitalization training• Drafting of job profiles (board and staff)/bylaws• Audited financial report 2016 To increase trust in the organization it is very important that the governance is clear and the financial management system transparent. Main focus for Agriterra support in the first year will be on financial management and the second year to increase the governance transparency and make them ready for access to finance. For the year 2018 we will: 
* continue developing the governance of the cooperative by training and coaching
* develop financial procedures
* develop business and marketing plan

The suggested activities for 2017 are: 
• Financial management training• Financial bookkeeping system• Financial procedures• Internal capitalization training• Drafting of job profiles (board and staff)/bylaws• Audited financial report 2016
Developing business driven dairy cooperative in Kuningan Agriterra has been working with KPSP Saluyu since 2015. From the very beginning  cooperative was very small with small production but  they enthusiastic to grow bigger. They have been increased the milk production into 2 times with good quality (TPC around 700.000 which max 1.000.0000 in Indonesia). Saluyu was very loyal to FFI (Frisian flag Indonesia) for many years till FFI decided to stop due the new government regulation that "dairy industry are not mandatory to buy local milk" which is the opposite from the previous regulation. However  Saluyu were not worry since they already found another buyer (Cimory  Nutrifood and diamond) who give a higher price. 
Since the beginning of 2018  Saluyu came up with idea to start their mozzarella factory. Why mozzarella? Because most of the product are imported while the market is growing. They believe by processing their milk into mozzarella  will give them better price and drive the business into sustainability. 
Agriterra provided some services and support to realize the business  currently  Saluyu have the overview of setting up the factory and also the costs. Together with Saluyu  Agriterra we calculate the costs estimation and how many members contribution they need. At least from January 2019  about 38 farmers are committed  to invest with around 900 of milk or IDR 1 billion. 
In 2019  Saluyu will be more active to do the road show  to attract their members to invest. In the meanwhile  BA should find financiers who is willing to fund the business. Business oriented cooperative with farmer-led business  Goals 2020:Increase members production by providing better quality inputs through breeding farm and feed mill expansion. Background proposed actions and choices made: The Board Members (Board of Directors and Board of Supervisors) of the cooperative have realized that the only way to sustain the price of raw milk is to invest in value added processing factory. The draft of mozzarella factory business plan need to be fine tuned  while the cooperative recruiting members that are willing to participate in the investment by promoting the investment opportunity.  They realized that the economic activities should be business driven. Each member should also learn on how to calculate their farm business. The Board Member and the Management should learn on how to make financial strategic plan by analyzing their financial statement.
South Sudan Agribusiness Development Project (SSADP II) Cordaid  in close collaboration with the other consortium partners Spark and Agriterra  as well as local implementing partners (among other SSAPU) – will implement the South Sudan Agribusiness Development Project phase II. 
  
The corresponding inter-related and mutually reinforcing outcomes are:
1. Improved inclusive agri-business market functioning
  
2. Enhanced sustainable production and productivity
  
3. Improved performance of cooperatives and Agri-SMEs and new jobs are created
  
3. Farmers and Agri-businesses more resilient to shocks and hazards – both natural and conflict related.
  
Agriterra is responsible for the cooperative / farmer organisation development part of the project. The main goal of the program is to improve food security  higher income and more employment for Farmer Households in selected counties in South Sudan’s Greenbelt SSAPU deliverables for SSADP2 in 2019:
Provide 6 field facilitators  2 in each county of the project: Yambio  Torit and Bor.
  
Provide management from national office to the field facilitators
  
Implementation of project targets: training  coaching and support to 47 cooperatives in 2019
  
Maintain the national office to manage the organisation  pay salaries of field staff  provide financial management and governance of the organisation.
NUFFIC WCDI Vietnam General activity description text Objectives for the activity Statement of groups targeted to benefit
Collaboration with Dairy Association of Zambia DAZ plays an instrumental role in the support of dairy cooperatives and through a partnership with Agriterra  DAZ is expected to strengthen its capacity to improve services provision to its members. Agriterra is seeing opportunities to directly support dairy cooperatives  but parallel to this  to channel support through DAZ to smaller and weaker cooperatives that are outside the Agriterra scope. Both strategies are expected to improve the position of dairy cooperative  in so doing boosting growth and development of the dairy sector in Zambia. Improving DAZ lobby capacity and capacities to strengthen cooperative membership for dairy development Short-term BHAG (2017): Increase milk productivity to 10 litre per cow per day  strengthen governance at member level through member capacity building and support to the research base to reduce cost of milk production by 15% per litre.                                                                                                                                                                    Long-term BHAG (2021): Increase milk productivity to 15 litre per cow per day  reduce cost of milk production by 30% per litre and become 60% financially sustainable.                                                                                                                                                                                                                                                                 Governance: At the member level  in particular small cooperatives  governance is considered weak. A governance ToT to DAZ staff aims to address this weakness. In addition  involvement of youth in the organisation and at member level will be sensitised.                                                                                                                                                                                                                                                                 Production: support to DAZ's research base is to inform the organisation's strategies on lobby  advocacy and members' capacity building.                                                                                                               Organisational Development: The newly-recruiting Cooperative Business Development Officer will be trained in Cooperative Development.
Carne chaqueña al mercado regional <p>La Federación de Ganaderos del Gran Chaco (FEGACHACO) es una organización de primer grado. Fue creada con el fin de fomentar el desarrollo ganadero  fomentar el mejoramiento genético del ganado criollo chaqueño y desarrollar la formación de capacidades locales de pequeños y medianos ganaderos de la provincia Gran Chaco del Departamento Tarija. <br>FEGACHACO aglutina a 1.502 pequeños y medianos ganaderos en 28 filiales dispersas en el Chaco Tarijeño  cuyos socios se dedicas a la crianza de 120.000 cabezas de ganado vacuno.<br>El objetivo de largo plazo (al 2020) que se ha fijado FEGACHACO con la asesoría de Agriterra  es lograr que el FEGACHACO se haga cargo de la comercialización de por lo menos el 15% del ganado de los socios (18 000 cabezas). Este ganado se comercializará en pie (30%) y en carne (70%) en el mercado de Villamontes y a nivel departamento de Tarija   con sello de carne chaqueña de calidad.<br>Durante el 2016 se ha fijado lograr la certificación del matadero y comercializar carne de calidad  y que FEGACHACO se fortalezca como organización . <br>Los principales resultados esperados son:</p>

<p>1. fortalecimiento de la gestión administrativa y financiera basado en la formación de gestión financiera y el chequeo de salud financiera de Agriterra;<br>2. Fijar las líneas para la auto-sostenibilidad financiera basado en la formación de Agriterra en el tema.<br>3. Plan de negocio para la comercialización de carne chaqueña en el mercado regional<br>4. Lograr la certificación del matadero de acuerdo a la normativa nacional. <br>5. Se cuenta con un manual de buenas practicas para el matadero<br>6. Empleados del matadero entrenados en calidad e inocuidad de la carne.</p> <p>Lograr la certificación del matadero y comercializar carne de calidad  y se han dado pasos al fortalecimiento interno de la organización.</p> <p>El 2016 será el primer año de trabajo de FEGACHACO con Agriterra. Las acciones para este año son aquellas identificadas durante los 5 dias de análisis organizacional con la organización.</p>

<p>Los principales resultados esperados son:</p>

<p>1. fortalecimiento de la gestión administrativa y financiera basado en la formación de gestión financiera y el chequeo de salud financiera de Agriterra;<br>2. Fijar las lineas para la autosostenibilidad financiera basado en la formación de Agriterra en el tema.<br>3. Plan de negocio para la comercialización de carne chaquena en el mercado regional<br>4. Lograr la certificación del matadero de acuerdo a la normativa nacional.<br>5. Se cuenta con un manual de buenas practicas para el matadero<br>6. Empleados del matadero entrenados en calidad e inocuidad de la carne.</p>
providing advanced support to enhance Tsehay's operational excellence. <p>Tsehay is rated as advanced Agriterra Client  which expects more of advanced advisory support from now onwards. For this reason  the union will only receive additional installments for the execution of agripool related missions and to execute PC focused action plans. In the 2017 action plan Tsehay will receive different expertise support through agripools to tackle some of the core managerial and operational incapacities. 5 PCs have been selected and a tailor made action plan for each PC has been prepared based on their capacity gaps.&nbsp;</p> <p>Goal: Strengthen 5 selected PCs boost the feed plant production and feed formulation activity  increase crop intake by 15%.</p> <p>- Advisory services on HR Strategic plan  and Feed optimization.&nbsp;</p>
<p>- Tailor made strengthening activities for selected 5 primary cooperatives. &nbsp;</p>
Vers une cooperative autonome avec un café competitif au profit de ses membres La coopeacute;rative Umuco wrsquo;Ikawa laquo; UMW raquo; est une coopeacute;rative qui a eacute;teacute; enregistreacute;e aupregrave;s de lrsquo;Agence de Promotion pour Investissement laquo; API raquo; en juillet 2014 et elle dispose un registre de commerce.  Cette coopeacute;rative est constitueacute;e par 687 cafeacute;iculteurs dont 97 femmes et 590 hommes regroupeacute;s dans les collines suivantes de la province Rumonge en commune Buyengero: KINAMA  SEBEYI  MUDENDE et KANYINYA. Le siegrave;ge de la coopeacute;rative est eacute;tabli en commune Buyengero dans la province Rumonge (sous colline Mutanga). La part sociale pour lrsquo;adheacute;sion agrave; la coopeacute;rative est fixeacute;e agrave; 300.000 Fbu (actuellement) mais au deacute;but 20 000Fbu (2015)  30 000Fbu (2016) et en 2017 crsquo;eacute;tait 150 000Fbu.  La coopeacute;rative srsquo;occupe du deacute;pulpage du cafeacute; cerise au niveau de la Station de lavage (SDL) Mutanga et le depulchage se fait au niveau de lrsquo;usine HORAMAMA COFFEE DRY se trouvant dans la province de KAYANZA.  La coopeacute;rative dispose deacute;jagrave; de certificats notamment : Certificat organique ou SPP : 207.291 pieds de cafeacute;iers avec 423 membres (362 hommes et 61 femmes)  Certificat Fairtrade : 260.244 pieds de cafeacute;iers avec 687 membres dont 590 hommes et 97 femmes. La coopeacute;rative  ne disposant pas de plan strateacute;gique SMART ni de plan drsquo;affaires  deacute;sire ameacute;liorer sa capaciteacute; de gestion et eacute;tendre son business agrave; long terme. La coopeacute;rative neacute;cessite un accompagnement minutieux en organisant correctement le business. La coopeacute;rative UMW devra ameacute;liorer son niveau de gouvernance et la professionnalisation de son systegrave;me de gestion financiegrave;re. 1. Ameliorer la productivite et la qualite du cafe2. Ameliorer limplication des membres dans le developpement economique de la cooperative Pour le premier projet de la cooperative UMUCO WIKAWA avec Agriterra  la cooperative souhaite ameliorer sa position pour le developpement de ses affaires  ameliorer les connaissances des membres du CA  CS  et son personnel pour que chaque organe decisionnel puisse exercer ses fonctions avec performance. Ainsi le plan dactions de la cooperative est repris ci apres : 1. Etablir les etats financiers 2018-2019   et 2019-20202.Etablir les outils de gestion (Plan daffaires et plan strategique)3. Etablir le plan daction annuel 20204. Ameliorer le systeme de conservation  communication et dinformations dans la cooperative5. organiser les seances de sensibilisation pour mobiliser les parts sociales6.Mettre en place le manuel de procedures7. organiser la reunion general pour valider les documents de gestion8. Organiser les seances pour adhesion massive des femmes et des jeunes dans la cooperative