devinitorg/iati-policy-markers huggingface dataset:
Consolidar la Exportación Directa de Tara <p>APT del Norte debe ir consolidando los procesos de ampliación de la base asociativa  para lo cual se ha firmado dos convenios inter-institucionales con dos comunidades campesinas (las mismas que luego de pasar un proceso de evaluación  podrían convertirse en socias de la Cooperativa). Así mismo de acuerdo al Plan Estratégico 2016 – 2020  debe consolidarse al final del mismo el proceso de producción  acopio  transformación y exportación directa de polvo y goma de tara. Por otro lado la organización debe consolidar el ordenamiento de los registros contables (SISCONT  SISGECO) y el saneamiento de sus activos para acceder a créditos y financiamiento de sus futuros proyectos.</p> <p>Consolidar la Exportación Directa de Tara</p> <p>- Realización de pruebas para analizar capacidad de absorción y porcentajes de taninos en la tara<br>- Definir estrategia comercial para transformación y venta de taninos<br>- Gira comercial a Argentina y/o Alemania para buscar mercados de goma<br>Identificar y preparar a un responsable comercial<br>- Capacitar lideres productores en análisis financiero  roles y funciones<br>- Pasantia a cooperativas para conocer éxitos y fracasos<br>- Elaborar manual de procedimientos y políticas administrativos y contables<br>- Preparar plan de capacitación para personal y su ejecución<br>- Bajadas a bases con directivos para socializar sistemas de capitalización y aportes proporcionales al volumen entregado<br>- Hacer un estudio para conocer factores que influyen en el nivel de taninos de la tara  en función a los parámetros de calidad que exige el mercad</p>
Consultant hiring and international bid for machinery selection for Pasta and macaroni factory Uta Wayu farmers’ cooperative union capital has increased to 94.8 million birr in 2019 membership has increased from 65511 to 67132 small holder farmers. The union is in a potential area of producing malt barley  Haricot bean  Maize and wheat. In 2019 the union has purchased  56872 quintal of malt barley and sold to Oromia cooperative federation. The union has purchased 39970 quintal of wheat and 10 000 Quintal of maize. The union has conducted feasibility study to establish pasta and macronni processing plant in 2018. To realize the BHG the union has been working on building of internal capital where internal capitalization workshop conducted in 2019 and Follow up will be continue in 2020. In 2020 the union will focus on optimizing their ongoing and new business  by focusing on training of PCs to increase the volume of output to be collected and increase the volume of sales  mobilizing internal equity of 10 million for new investment and hiring new staff to professionalize primary cooperatives and support the cooperative union in the process of increasing youth membership in primary cooperative Increase youth membership at primary cooperative level and identification of processing factory suppliers.Powered by Froala Editor For 2020 the union will focus on finalizing international bid document for pasta and Macaroni processing plant  Improve the output marketing of the cooperative by 20% and hiring of professionals at union and primary cooperative level.
Maize Processing Business  Member Services Initially the Union was registered as NJOLUMA meaning NJOMBE  LUDEWA AND MAKETE FARMERS COOPERATIVE UNION in the year 1985 with registration number 5050 and started operations in 1987. The main role of the union was to provide services on input supply and crop marketing of its members.
In the year 1995 the union failed to perform its core business activities due to lack of working capital following withdraw of the government to guarantee loans of cooperative unions from financial institutions. After a long period without business  NJOLUMAFU restarted again in 2013 following a directive by regional commissioner to track all economic-cooperative entities in the region and identify their properties.
Various efforts were undertaken to ensure the UNION is re-established  Cooperative registrar at regional level conducted meetings in primary cooperative societies where caretaker committees were put inplace. The registrar convened the first general meeting in April 2013  in that meeting members proposed and approved the name NJORECU (Njombe Regional cooperative Union) to be the new name for their UNION instead of NJOLUMAFCU. After consensus process of registration of new name took place and was successful.. NJORECU's goal is to improve the member commitment and service provision to members  processing maize by establishing maize milling machine for the benefits for the farmers. In 2018  according to the NJORECU action plan  the collaboration will start with a Value Creator agripool mission (March)  strengthening of the organization through financial management and governance training and advise concerning the set-up and business case of newly installed processing facilities for maize flour.
Review meetings with stakeholders in four regions <p>There will be meetings with clients Government representatives and other stake holders in all 4 regions in Ethiopia. A presentation will be given by the business advisors in each region about the results&nbsp;achieved in 2016  linked to the planned results. Discussion will be affectuated between participants regarding the&nbsp;review of 2016 and implications of this review for activities in 2017.</p>
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<p>The presence of other stakeholders  such as Government officials will increase the awareness of Agriterra acitvities in Ethiopia.</p> <p>- To create&nbsp;smooth relation ship and show the result of Agroterra.</p>
Moving towards full SASRA Licencing Lelan Sacco was founded in 2010 as a self-help group in response to the establishment of a 10 000 liter capacity milk cooling plant in West Pokot owned by Lelan Diaries and has currently enrolled 2295 active dairy farmers as shareholders within the locality who also utilize the banking services offered. The Sacco also serves over 5 000 non-members who access its various services especially receiving the milk payments. The society is closely associated with Lelan Diaries but maintains their autonomy with each institution having a separate board of directors. In 2019  the SACCO made examplary performance having improved compared to previous years. This sets precedence into 2020 with key focus being readiness in acquiring SASRA Licencing. With this  the organisation seeks to grow membership from 2295 to 3000  grow loan book from 48M to 55M  reduce defaulted loan from 12M to 10M and further decrease PAR to 20% from current 24% and finally increase share capital share capital from 5M to 6M. In order to acquire SASRA licencing  Lelan SACCO needs to have a core capital of 10M and meet 3 adequacy ratios as follows; A core capital of not less than 4% of total assets  A core capital of not less than five per cent of its total deposit liabilities and An institutional capital of not less than two per cent of its total assets. The organisation seeks to;- grow membership from 2295 to 3000  - grow loan book from 48M to 55M  - reduce defaulted loan from 12M to 10M and further decrease PAR to 20% from current 24% and - increase share capital share capital from 5M to 6M. The project seeks to undertake the following activities; Conduct member sensitizationsUndertake a joint forum with Lelan DairyIntroduce and launch Viazi Bora loan productReview organisational by-lawsExchange visit for Staff to Kenya Highlands SACCOPrepare monthly cashflow projections and Update a quarterly KPI DashboardDevelop marketing materials
Team East Africa - Youth  gender and sustainable agriculture <p>The transversal themes youth  gender and sustainable agriculture will het special attention:</p>
<p>The empowerment of women will be kept high on the agenda  with a requirement that at least 30% of project participants will be women. </p>
<p>To Agriterra the role of young farmers is not a hype  it is part of our nature<br>The Young Farmers Tour is one of the yearly events that inspires  connects and exposes YP’s (young board members and managers) to new experiences and knowledge that can be applied in their organisation.</p>
<p>In future  when Agriterra makes company assessments  we will take the effects of local climate changes into consideration  and risk assumptions will include climate issues.</p> <p>Improved youth involvement in farmer entrepreneurship and representation in farmer organizations and cooperatives</p> <p>Actions:<br>1. Problem analysis<br>2. Selection of umbrella organisations  cooperatives and young farmers<br>3. Setting up a “promotion” plan<br>a. Why<br>b. How<br>c. Who <br>d. What <br>4. Trainings / workshops<br>5. Intervision / coaching / mentoring<br>6. Exchange trips<br>7. M&E</p>
Linshui Coop strategic planning and marketing capacity building Linshui
Plantation Cooperative (hereinafter as “the coop”) was established in 2014 by
some young people returned from working in the cities. The coop‘s business
involves growing and sales of rice  rape  and vegetables. The coop has a team
of over 30 people  with a total of 4 200 members from 14 villages of two
townships. The coop
maintains a good partnership with township- and village- level government 
which support coop’s business  because of the multiple-party-beneficial scheme
designed by the coop. With the scheme in place  members  villages  and the coop
all benefit from the profit. Members enjoy a series of services from the coop 
such as land preparation  inputs provision  planting  marketing etc. 
The coop was recommended by Shichuan AEMS  and Agriterra did scoping in Sep. 2018  and assessment in Nov.2018. The coop meets our criteria  and we'll proceed the project partnership. Improve coop's strategic management  and enhance their marketing  so they can better position them in the competitive market. Organize the coop to participate a strategic planning workshop by Agriterra in MarchConduct an advisory service on marketing in Q2Provide emplyee/BA service on product development and branding for the coopProvide employee/BA service on market linkage  introducing coop's produts to certain platforms and buyersOrganize a study tour involving the coop; this is subject to funding availability
Realizing agricultural processing and linkage to export markets 'Wodera Multipurpose Framers Cooperatives Union is situated in North Showa zone  Debre Birhan town of Amhara regional state. The union was founded in 2004. During the establishment the union was having 18 primary cooperative members  14 000 smallholder member farmers and 724 000 ETB capital. But now the number of PCs reached to 82  the number of member farmers has become 78  000 and the union capital is estimated around 44 million ETB. The union mainly purchases Teff  wheat  chick pea  mug bean and malt barley from its members. It also supplies agricultural inputs  like improved seeds  pesticide  fertilizer and herbicides and consumer goods to the members and non-members. Furthermore  the union has been engaged in agro processing activities. It has its own Flour mill plant and animal feed production factory.  Apart from these the union already lead down the foundation stone for establishing a pasta  biscuit and macaroni processing factory. Furthermore  the union has the following future ambitions: - Establishing a pasta  biscuit and macaroni processing factory - Starting exporting of chick pea and mug bean to other countries - Purchasing wheat threshing equipment -Mechanization service provision to farmers - Starting importing of consumer goods from forging countries - Increase the malt barley production - Establishing a pasta  biscuit and macaroni processing factory 
- Starting exporting of chick pea and mug bean to other countries 
- Purchasing wheat threshing equipment -Mechanization service provision to farmers - Starting importing of consumer goods from forging countries - Increase the malt barley production
Latin America - Financial management of cooperatives and farmers' organisations Este proyecto se dirige a las actividades de fortalecimiento de la gestión financiera de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia. Se realizarán entrenamientos con gestión administrativa y financiera basica para cooperativas  gestion estrategica financiera y formación a consejos de fiscalización.
Participan por lo menos 24 organizaciones y cooperativas de Peru y Bolivia  alrededor de 100 lideres  gerentes y responsables de administracion y finanzas. 
Dos facilitadores en la metologia basica son formados en Bolivia. Fortalecer la gestión financiera de las cooperativas y organizaciones y de sus directivos y personal en Perú y Bolivia Los resultados de este proyecto seran:
1. 48 participantes involucrados en la gestion financiera y administrativa de 12 organizaciones son formados en gestión administrativa y financiera con la metodología de Agriterra en Peru y Bolivia2. 16 participantes de 4 cooperativas son formados en gestión financiera estrategica3. 32 participantes de consejo de vigilancia/comite de fiscalización son formados en la nueva formación para consejo de vigilancia de Agriterra en Bolivia y Peru. 4. Formación consejo de vigilancia testeada y validad para ser replicada en otros paises. 5. Una formación TOT en gestion administrativa y financiera basica  formando a dos facilitadores que pasarán un proceso de replica y coaching.
Backstopping the establishment of chickpea processing factory <p>Bacho Woliso farmer Cooperative Unions established in 2000. &nbsp;The unions were founded with establishing capital of 140 000.00 ETB and generated from 10 primary cooperative societies  which hold 11 599 farmers. The union is one of the pioneer farmers’ cooperative unions in Ethiopia. The Union has been established in South-West Shewa Zone Oromia regional state  specific town called Tulubolo. Currently  the union capital grows to 120 million ETB and member cooperatives are increasing to 84 PCs. The union providing different services to the members such as; supply of agricultural inputs  output marketing  transportation services  value adding to agricultural outputs and social services. Besides  the union has also proved in the effectiveness of internal capitalization and able to mobilized 22 million ETB for cheakpea food complex establishment.</p> <p>The main goal for 2017 AP will focused on the following activity:&nbsp;</p>
<ol><li>Re-boosting internal capitalization campaign for establishing Chickpea processing plant
  </li><li>Improving the data management system of the union &nbsp;
  </li><li>Capacitating&nbsp;3 primary cooperative to optimize the service provision to their members &nbsp;&nbsp;</li></ol> <ul><li>July: Pear to pear experience sharing with local &nbsp;chickpea processing factory&nbsp;</li><li>Aug: Training on extension of cooperative  planning  financial management and accounting for 5 days&nbsp;</li><li>Aug: Strategic Financial Management training</li><li>Sept: Re-boosting internal capitalization campaign session with Regional  Zonal and District CPA  government administration and PCs representative for establishing Chickpea processing plant&nbsp;</li><li>Sept: Share distribution and IC raising awareness ceremony: praising members that bought a share and informing other members to buy a share&nbsp;</li><li>Sept:&nbsp;Cost accounting (process costing) for PP mat  PP bag and fertilizer blending to identify the income and cost of each factories separately.&nbsp;</li></ul>
Professionalizing the union for their agro processing ambition <p>Melka Awash Farmers’ Cooperative union has been providing diversified services to its members such as supply of agricultural inputs  output marketing  transportation and credit service. The union has been working with C4C project since 2013 and bring remarkable change. For instance  ACOS dube chickpea variety adopted  the union digitalized its financial management practice  8 PCs management professionalized by hiring managers and thereby their business portfolio diversified. In 2017 the union have ambition to install semi processing of lintel seed factory but  the feasibility study is not conducted yet. There is still some challenges such as: limited manpower and lack of organizational structure adversely affecting its employees and service provision efforts. Many union of C4C- Agriterra client has been bringing a lot success in mobilizing internal equity capital and installing the processing factory. But Melka Awash union have not experience to mobilizing internal equity capital yet. The union mainly working in output marketing of wheat  teff  malt-barley and chickpea. The malt barley market outlet is already secured by Diageo/Meta brewery. But poorly performed in output marketing of teff  wheat and chickpea  due to poor communication between primary cooperative and union in market chain.</p> <p>Mobilizing 3 million ETB by internal capitalization for warehouse construction and office<br>- Developing full-fledged human resource policy manual and improved staffing plan for the unions<br>- Conduct feasibility study on semi processing of lintel seed factory <br>- Creating market linkage with potential customer for Teff  wheat and chickpea <br>- Developing business plan to mobilize 6.5 million ETB for output marketing</p> <p>The 2016 AP will focus on:<br>- Mobilizing 3 million ETB by internal capitalization for warehouse construction and office<br>- Developing full-fledged human resource policy manual and improved staffing plan for the unions<br>- Conduct feasibility study on semi processing of lintel seed factory <br>- Creating market linkage with potential customer for Teff  wheat and chickpea <br>- Developing business plan to mobilize 6.5 million ETB for output marketing</p>
Amélioration de la qualité et des services marketing La coopérative Kawa Kabuya a travaillé sur sa trajectoire marketing et sur l'amélioration de la qualité pendant ces dernières années. Elle a gagné les premiers prix au cours des événements de Saveur du café du Kivu et Taste of Harvest.A cours de l'année 2019  la coopérative a mis en place son site web pour le marketing. Elle a aussi  après la codification des membres et l'usage des bonnes pratiques de gestion  passé l'évaluation pour l'obtention du certificat CAFFE Practices  certificat institionnel de Starbucks.Pour cette année 2020  la coopérative voudrait maintenir la qualité du café et renforcer ses stratégies marketing afin de fidéliser les anciens clients et chercher à maintenir les nouveaux.Ainsi  ce projet s'incrit-il dans le cadre d'amélioration de la qualité et des services de marketing. Le projet vise l'amélioration de la qualité et des services marketing Le projet porte sur la culture de café et particulièrement la commercialisation du café de spécialité. Les bénéficiaires de projet sont des caféiculteurs membres de la coopérative qui sont regroupés autour des micro stations de lavage.La mise en oeuvre des activités sera réalisée par la coopérative au niveau de la base qui s'occupera de la capitalisation des informations nécessaires comme le nombre de membres  la production  ma vente ...Les activités à réaliser sont les suivantes :- Organiser l'audit des états financiers 2019;- Faciliter l'enregistrement des terrains des Micro- Installer des champs de démonstration sur les bonnes pratiques agricoles- Organiser les rencontres entre les comités de gestion des MSL sur la qualité et la minimisation des coûts- Suivre l'application des composts organiques et capitaliser les résultats- Mettre à jour les outils marketing : écrire les histoires sur la café  les attributs du café et actualiser le site web
Linking SACCO and business activities in one Union BHAG: Serving 50.000 farmers/members and raise them to Ethiopian middle income  and to be a model Union nationwide. 
Dire Multipurpose Farmers’ Cooperative Societies Union was established in 2009 with founding members of those “off springs” (38 multipurpose primary cooperatives) in rural kebeles of Dire Dawa Administration encompassing around 6 825 individual farmers and pastoralists. Its initial capital was Birr 38 000. Currently  the union has increased its individual beneficiaries under the member cooperatives to 10 000 of which 30% of them are women. Its capital has grown from 38 000 Birr in 2001 E.C. to 6 977 440.67 at the end of 2009 E.C. Since its establishment  the union has been providing various services for farmers and pastoralists of rural communities. Serving 50.000 farmers/members and raise them to Ethiopian middle income  and to be a model Union nationwide. Priorities for 2018 AP:
1. Update of used software and procedures (SACCO  business)2. Membership commitment increase3. First steps on output marketing4. Lobby through FACT
Becoming a key cooperative supplier of DakLak Coffee The Minh Toan Loi cooperative (MTL) established in 2012  with 227 coffee growing members (3000 ha), potential to expand to 400 members or more by 2020.
MTL has 6 paid staffs (1 part-time). At present  it focus on earning model of marketing and selling coffee beans for its members. It has piloted new products such as: roasted coffee bean  coffee powder (certificate and license has been submited for approval  on process of designing label  package  .... Currently  all its members have certified FLO  UTZ and RFA but FLO certificate coffee quantity is just marketed around 20% as lack of FLO certificate customers.  MTL is clear on what they expected from Agriterra such as Governance empowerment  organization management  HRs  financial management  value chain (buyer-supplier linkage)  marketing.
Minh Toan Loi Coop at present focus on earning model of providing fertilize  seeds services  marketing and selling coffee beans for its members. It has piloted new products such as: roasted coffee bean  coffee powder (certificate and license has been submited for approval  on process of designing label  paskage  .... At present all its members have certified FLO  UTZ and RF but FLO certificate coffee quantity is just marketed around 20% as lack of FLO certificate customers. The Coop has its overall and specific business ideas and strategy:- Improve quality of coffee beans (inputs  take care techniques/equipment  harvesting  processing ...)- Improve and invest Infarstructure/technical machines: roasting  grilling  packaging  houseware  transportation  seeding ... - Start-up new products: roasted coffee bean  coffee powder by development of their value chain- Improve human resource  governance competencies MTL Coop needs to develop a healthy financial management  transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy. Minh Toan Loi cooperative has ambition to growth organizationally and economically to sell all the products of their members and become a key supplier of Daklak coffee. MTL Coop needs to develop a healthy financial management  transparent governance and most important an ambitious but realistic strategic business plan with fitted marketing strategy. MTL members committment will also need to be improved thought various MyCoop meetings/trainings.
The Minh Toan Loi cooperative (MTL) established in 2012  with 227 coffee growing members (3000 ha), potential to expand to 400 members or more by 2020.
MTL has 6 paid staffs (1 part-time). At present  it focus on earning model of marketing and selling coffee beans for its members. It has piloted new products such as: roasted coffee bean  coffee powder (certificate and license has been submited for approval  on process of designing label  package  .... Currently  all its members have certified FLO  UTZ and RFA but FLO certificate coffee quantity is just marketed around 20% as lack of FLO certificate customers