devinitorg/iati-policy-markers huggingface dataset:
Vers l'optimisation du business du riz Created in 2003  the Cooperative of actions for the development of peasant farmers (ADPA) has long functioned as a non-profit organization awaiting the support (subsidies) of the various partners and international non-governmental organizations which flew to the aid of the Congolese populations in situation of advanced vulnerability. But since 2016  ADPA has turned to Agri-business  specializing in the Rice sector.
ADPA started delivering rice to Bralima Bukavu since 2017 with many difficulties because it was not organized at all and it was not until 2020 that ADPA integrated the second phase of the 20at-8529 rice project. Like the other 5 cooperatives  ADPA first went through the normal process to be one of Agriterra's client. ADPA must receive training on financial management  Mycoop 1 2 3 and 4 training  governance so that it can do its business well. For this year 2020 and with the support of AGRITERRA  ADPA will deliver 500 tonnes of white rice to Bralima. The cooperative would like to  professionalize in the activity of collecting and selling rice of its members  in order to make it more profitable. So  they can earn more income and sell large quantities of quality rice to the Bralima. Achat de 2 balances plate-formeÉcoles champs paysan et pratique de la Gestion Intégrée de la Fertilité des Sols (GIFS)Séances d'information des membres du contrat riz et campagnes de mobilisation des non-membres à rejoindre la coopérative.Réviser le MAPAF (manuel de procédures administratives et financières)Achat d'un modem pour accès internet  frais mensuel de communication et papeterie bureauAtelier pour le développement d'un plan stratégique (plan financier inclus)Atelier pour le développement d'un plan d'affaire (+plan de trésorerie et plan des opérations)Amélioration de la comptabilité en Excel et préparation des états financiersSuivi du contrat et des livraisons à BralimaSensibiliser les jeunes à intégrer les organes de la coopérationOrganiser les rencontres entre les membres des organes (CA  CS et AG)Organisation d'une journée porte ouverte
Reviving the transport and maize marketing business in Chingola District The assessment team concluded on a brief cooperation with CDCU in 2018  following an assessment of the Union in October  2018. The collaboration is conditional on CDCU submitting an action plan by mid-October that outlines how CDCU will revive its transport business so that it will be profitable again within the next 3 months.
CDCU has 43 paid-up Primary Cooperative members  representing around 2 000 farmers in the district. CDCU runs a transport business focused on input distribution to members and crop marketing of members' produce  particularly maize. Thanks to government contracts  CDCU was running profitably up to 2017. But due to government policy changes and truck failures  the business went down and now needs to be revived.
BHAG 2018: A profitable transport business based on a SMART strategic business plan  serving at least 20% of members through direct marketing and 80% of members through market linkage facilitation.
The project will focus on Strategic Planning to guide CDCU in its transport and marketing business through clear strategic objectives and targets and supported by a budget and cash flow projection. Establish a clear long-term strategy and vision that helps CDCU focus on making its transport and marketing business profitable. Planned activities:
Strategic Planning: assist CDCU in developing a SMART strategic plan guiding CDCU in its transport and marketing business through clear strategic objectives and targets and supported by a budget and cash flow projection.
Engage in Fattening and Maize flour Agro-processing Seyemti Adiabo Union is the best on Dairy and Fattening Agro-processing demonstration site in Ethiopia. Seyemti Adiabo Union is located approximately 30 km west of Shire city on the road towards the Eritrea border. The union was initially formed to provide inputs (mainly fertilizer) to its member PCs. However  about 4 years ago the union has also started with output marketing in reaction to demands from mainly the individual farmers that were complaining about good markets for their produce. The union has a strong ambition to upscale the output marketing activities and become active in various forms of agro-processing to add value to the memberrsquo;s products and develop a more sustainable source of income for the union. Furthermore  as the area is very suitable for cattle  the union would also like to invest in animal fattening. Most farmers of the member PCs of the union are involved in the production of either maize  sesame  or cattle or a combination of those. The area is also suitable for irrigation farming of the main tomato. The unions fixed assets consist of a warehouse for 3000 quintals of produce  a large compound with office  and 1 Isuzu truck. The union has recently also bought a mobile trashing machine to provide maize trashing service to the PCs. The union is rather liquid at this moment  it has investment capital available of around 6.4 million Birr. Backstopping the union to engage in agro processing of Dairy and fattening project. Improving the cattle productivity and boosting output marketing of the union via improving the communication of union and primary coops. 2019 AP focused on 1. Mobilizing 5.2m.birr from members through IC to engage in investment. and adopt good financial management in 2 PCs  2. Backstopping the union to engage in agro-processing of Dairy and fattening project3.  Boosting output marketing of the union via improving the communication of union and primary coops.
Ganadería Sostenible y Sanidad Animal El año 2020 es un año clave para Fegasazcruz  debido a que se han comenzado a tomar medidas específicas en la parte productiva para la mejora de las capacidades de la producción ganadera en el departamento de Santa Cruz. El año 2019  Fegsacruz trabajó arduamente de la mano de Agriterra en el diseño y presentación del documento para el Desarrollo del Instituto de la Carne  lo cual se continuará trabajando en 2020 por el cliente.  En 2020  se pondrá énfasis en la parte productiva  con apoyo en desarrollo de una ganadería más sostenible con asesorías en Buenas Prácticas Ganaderas  además de apoyo a sus bases en temas gerenciales y de Constitución Empresarial. Por otro lado  insitucionalmente Fegsacruz quiere seguir avanzando y para esto  se determinará un plan de trabajo para el tema de ser un departamento libre fiebre aftosa  con la evaluación y recomendación de un experto. Además se continuará con el tema de el Convenio realizado con la Universad de Wageningen  para continuar las relaciones y ampliación de redes de contacto. Objetivos:1. Mejorar el potencial productivo de los asociados.2. Mejorar la información al productor y la capacidad de respuesta en temas epidemiológicos.3. Impulsar la inclusión de mujeres y jóvenes en las actividades de la Asociación Servicios de AgriterraAsesoríaA.1 Asesoría en Buenas Prácticas GanaderasA.2 Asesoría en tema tipificación de carcasa y estándares bolivianos (Consultor o Agripool Internacional)A.3 Asesoría capacitación para creación de cooperativas ganaderasA.4 Consultoría  para desarrollo institucional: costo beneficio suspención de vacunación de Fiebre AftosaA.5 Consultoría post Asesoría Buenas Prácticas GanaderasA.6 Asesoría Empresarial Agriterra
Servicio para cooperativas de cacao e incidencia para capital de trabajo La Asociacion Verde Amazónico representa a 16 cooperativas y asociaciones de productores de cacao de la Región de San Martin en Perú.  
  
La asociación en el 2017 con un nuevo directorio y un equipo técnico en ampliación  darán impulso a la organización volviéndola en una organización representativa y queda valor agregado a sus socios. 
  
Se dará atención a dos enfoques en el 2017  en donde no solo Agriterra será aliado  pero también AgriCord y ESFIM cada uno desde sus especialidades.  Estos enfoques son:
  
Representación de intereses e incidencia política para el sector cooperativo cacaotero  logrando que por lo menos 9 cooperativas logren el saneamiento legal de sus predios  aumentando con ello su patrimonio y logrando ser agentes de crédito  especialmente para capital de trabajo. Para este proceso de incidencia política y cabildeo se usará la metodología FACT. 
  
El segundo enfoque es la auto-sostenibilidad financiera a través de una estrategia de recaudación de aporte social  implementación del servicio de elaboración de proyectos productivos y empresariales para las cooperativas  servicios de consultoría. En el caso de del servicio de elaboración de proyectos en el 2016 se inició con las primeras experiencias con 5 proyectos presentados  4 han sido aprobados  accediendo a 716 666 soles (aprox. 219.163 dólares). En el 2017 se estructurará el servicio y se trabajará en la elaboración de nuevos proyectos. También se iniciará con el pilotaje  testeo del servicio de asistencia técnica en tres cooperativas para mejorar los rendimientos en las fincas de cacao  este servicio necesita por lo menos 3 años para lograr resultados concretos  especialmente vinculado al ciclo de producción del cacao.
  
Se seguirá trabajando en prestar servicios de entrenamiento formando en aspectos cooperativos con el objeto de ampliar la base social de AVA. Se dará atención a los aspectos de genero asistiendo la creación de los CODEMUS en cinco cooperativas que aún no cuentan.
  
En los aspectos de fortalecimiento interno  se trabaja en los aspectos de gestión administrativa financiera (actualizados manuales de funciones  manual de procedimientos administrativos  reglamento interno) directorio y comité de vigilancia se formará en manejo administrativo y financiero. Se trabajará en la elaboración e implementación de sus propios planes de trabajo. Se dará atención en el monitoreo del POA y en la planificación del año 2018. Desarrollar el proceso de auto-sostenibilidad financiera de Verde Amazónico  a través de sistemas de aportes sociales  puesta en marcha del servicio de formulación de proyectos y diseno  testeo del programa pilito en buenas practicas agrícolas  representación y fortalecimiento cooperativo
Admin Project hosting BA Agriterra DR Congo <p>See Hosting agreement</p> <p>Hosting Agreement to support / services to Agriterra activities by FOPAC NK</p>
JobsJobsJobs DRC Agriterra will implement its Jobs  Jobs  Jobs approach in African countries  i.e. Burundi  D.R. Congo  Ethiopia  Rwanda  South Sudan  Uganda and Zambia. Ambitious young professionals will be offered the opportunity to gain work experience in rural farmer-led businesses at known Agriterra partners. Agriterra will co-finance the salary costs of the cooperatives that have enrolled into the program and will guide the young professional and the cooperative in the development  implementation and evaluation of the personal development plan of the young professional.  In DRC  several cooperatives involved in rice  irish potato  and coffee have shown their ambition to be part of this project. Most of them have position which are not yet paid ones and other want to increase the number of staff.  The young professionals will be recruited to join the team in cooperatives mostly in the flied of management   extension services  accounting and marketing. The project aims to improve the professionalism of cooperatives  optimize their business and operations. Approximately 12 cooperatives will benefit from this project. The activities  apart the co funding of salary   will include :- The launching of the project with all the cooperatives ;- Selection of young professionals ;- Elaboration of jobs description  profile  frame work and performance indicators ;- Induction of young professionals to their work ;- Development of personal development plans ;- Tailor-made trainings of young professionals ;- Youth workshop ;- Peer to peer exchange of young professionals
Improvement of board and Management capacity  extension services Isowelo AMCOS  is established in November 2017. Has 412 members whom 300 women and 40 youth  sell table potatoes produced on in total 400 acres  160 ha. Two seasons applied: They have the yield of 2-3T/acre for the low-quality seeds and 8T/acre if quality seeds are used. ISOWELU established demo lsquo;plots with various varieties from CD-PIT (SAGITTA  JELLY  CHALLENGER  TAURUS  ARIZONA  MANITOUL  MARKIES-L  VOYAGER  MANITOU RODEO SIFRA ).
Ambition is to educate their members in technical issues  raise quality  shorten the value chain by selling big volumes. Organise and finance inputs. Unite the farmers: each farmer in 18 groups sells himself his production   looks for the buyers  no finance  no knowledges. Members must be real farmers! be member of one of Isowelorsquo;s group member  pay his share to ISOWELU  and other conditions in Isowelorsquo;s constitution. The goal is to improve the capacity of board member and increase awareness of value chain of potato  ultimately for can able to build and acquire loan for investments and increasing the benefits for the farmers.put management in place to take day to day activities of cooperative. In this half of first year 2019 of collaboration  Agriterra agreed with Isowelo to have no budget only Advisory mission - development of financial plans   and training- cooperative roles amp; responsibilities and record keeping workshop
Asia - Scoping missions and assessments 2016 Agriterra is a network organization of Dutch agri-employers’ organizations and companies. It has a vision that farmers’ associations and cooperatives can have a positive influence on development through speeding up the process  and ensuring a more equal distribution of income and an enhancement of democratic decision makingand relations. This vision has become almost undisputed  the mechanisms are understood  and the mission derived from it  the strengthening of farmers’ organizations  is the only logical one. The approaches (advocacy  entrepreneurship and bankable co-ops) have brought an excellent focus onto the work of Agriterra. This has been achieved over two decades inwhich the strategy of Agriterra was to obtain funds for farmers’ organizations through inclusion in official development cooperation. In this way  Agriterra has been able to fulfil its mission. 
Agriterra's new strategy  that runs from 2016-2020 takes advantage of challenges in the business environment  builds on the strengths ofAgriterra’s past performance and addresses the weaknesses that emerged from an internal analysis. Agriterra’s focus is no longer on capturing funds to grant to farmers’ organizations. Instead  it focuses on transfer of knowledge by offering them the hands-on expertise needed to take advantage of the funds available from different sources  and to produce financial strategies that underpin their priorities for action in favour of members’ interests. Expertise that is sourced from a vast network of agribusiness and farmers' organisations in the Netherlands and abroad. 
The adjusted strategy of Agriterra required to take a close view on the quality of the current client portfolio. For this reason screening of all clients took place and as a result it was decided that more than 50% of the clients needed to be phased out  leaving a rather limited group of clients that did meet the conditions for future support. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in the Asian region 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. Next to Kenya  Uganda  Ethiopia  Peru  Tanzania and Indonesia Agriterra has started its local presence in Zambia  Burundi  Rwanda  DRC  Nepal  Vietnam  China and Bolivia. These countries have been selected as program countries for Agriterra for the coming years. 80% of resources (financial and human) will be targeting farmer organisations and cooperatives in these countries. 
The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in the Asian region 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.
Diversification into fattening business 2015/16 market season was challenging for Dansha with the fall of international sesame price and difficulty of obtaining adequate working capital from banks. After it became inevitable for the union to expand its business unit  it has commissioned a consultant to craft the 5 years strategic plan. After the strategic plan is approved  different diversification possibilities will be sought. • Realize 5 years strategic plan 
• Diversify into fattening business This action plan will focus on one of the diversification possibilities of engaging the union in fattening business. This is backed by a feasibility study and an exposure visit to a nearby union (Tsehay). The union will also get an agripool support to cascade its 5 years strategic plan and develop yearly plan.
Setup farmers service center and professionalizing the union and PCs leadership practice <p>The union have different future business ambition like  warehouse construction  fulfill the transport facilities  building farmers’ service center and establish food complex plant and PP bag factory. However  the feasibility study are not conducted yet. Besides of this there are some activity need improvement specially in digitalizing the financial management system  there are no formal HR policies or manuals in place. Even though  the union have giant buyers not fully address their demand and some of PCs were not engaged in output marketing etc. The focus of Agriterra at this union gird towards optimizing the union output marketing performance  assisting the union to establish farmers’ service center and improving and further exploration of value addition options.</p> <p>1. Strengthening the union and developing full-fledged human resource policy manual and improving staff capacity<br>2. Improving the union financial management practice by using Peachtree software<br>3. Capacitating the top ten primary cooperatives by providing training and hiring 10 professional &nbsp;managers for primary cooperatives&nbsp;<br>4. Output marketing increased at least by 25%  output marketing of 33 600 quintal maize  30 000 quintal wheat  2500 quintal Teff  and 7000 quintal Haricot &nbsp;in 2016<br>5. Setup farmers service center</p>
Improving Financial Sustainability and Member Commitment Background Xintao Chrysanthemum Cooperative:
The organisation is officially named Xintao Stock Cooperative of Chrysanthemum Planting in Yunyang County and has been established in June 19  2011 by the Chairperson Mrs. Ran Xiuqing.The cooperative is located in Chongqing  (city on provincial level)  Yunyang County Gaoxin Village  Yanping Town and was introduced to Agriterra by Chongqing Agricultural  Administrative Station (AEMS). 
The cooperative grows  harvests and preliminary processes (storage  drying and packaging) chrysanthemum and honeysuckle. Current situation 700 members. They want to grow in 3-5 years to 3000 members.
Work plan for follow up
Based on the existing planning of Agriterra we defined the following planning for Xintao Stock Cooperative of Chrystantheum Planting in Yunyang County:
Coop Chrysanthemum Chongqing  Internal capitalisation - April 2016: done. 
Result: the board is trained on different possibilities of increasing their equity with internal capatalization

Cooperative management training - July 2016: done. The management of the organisation is trained on cooperative pronciples
    Financial Management Training - planned in 2017. To complete the promissed program of 2016 Xinta will be invited to follw the FM training in 2017. Xintao has very high growth ambitions. We want to support this organisation in getting the goals, to grow from 700 members to 3000 members in 3-5 years. 3 people
  from Xintao trained in financial management. May 2017
Start value-adding activities and start doing business. <p>Manyakabi Area Cooperative Enterprise (MACE)  registered as a cooperative in 2004  is a result of several mergers of different women groups over the years. The number of members is 8.016  divided in 400 male members and 7.616 female individual members. The members are part of 28 Rural producer Organisations (RPOs). </p>

<p>MACE is active in the bulking and marketing of maize and beans. In addition  it has a small input shop  where members can procure seeds and fertilizers. As an additional service  MACE has a Market Information Centre where members can use computer facilities to contact extension workers. </p>













<p>The action plan for 2016 will be small and focussed. </p>













<p>In 2015 Agriterra invested in giving 2 trainings to Manyakabi (Governance and setting up a farmer led extension system). These resulted in several actions. To execute these actions Manyakabi needs budget  which is taken into account in the action plan 2016. </p>













<p>Futhermore 2016 is the year of start adding value and start the business. For this it is crucial to recruit a good business manager. This is also taken into account.</p>













<p>The goals for 2016 are:<br>- follow up on the governance training and the workshop on setting up a farmer led extension service<br>- recruiting a business manager to substantially increase business activity<br>- making the maize milling machine operational<br>- increase market access</p> <p>- follow up on the governance training and the workshop on setting up a farmer led extension service<br>- recruiting a business manager to substantially increase business activity<br>- making the maize milling machine operational<br>- increase market access</p> <p>The action plan for 2016 will be small and focussed. <br>In 2015 Agriterra invested in giving 2 trainings to Manyakabi (Governance and setting up a farmer led extension system). These resulted in several actions. To execute these actions Manyakabi needs budget  which is taken into account in the action plan 2016. <br>Futhermore 2016 is the year of start adding value and start the business. For this it is crucial to recruit a good business manager. This is also taken into account.</p>

<p>The goals for 2016:<br>- follow up on the governance training and the workshop on setting up a farmer led extension service<br>- recruiting a business manager to substantially increase business activity<br>- making the maize milling machine operational<br>- increase market access</p>