devinitorg/iati-policy-markers huggingface dataset:
Geodata Pilot Agriterra's strategy on ICT and cooperatives  linking between ICT providers and cooperatives
Motivation
ICT and finance play a vital role in food productivity and income. During a visit to the 'Geodata for Inclusive Finance and Food' conference in February 2017 (by NpM  Netherlands Space Office and Rabobank Foundation) we saw many initiatives on Geodata and many suppliers of ICT solutions to agriculture. 
  
Most projects give partial solutions on one aspect of the agriculture production cycle (eg. soil analysis  weather information  plant disease analysis  financial analysis). They usually need a considerable of labour input for data collection and communication with end users. Time and again  they lack possibilities to bring the solution to scale  due to lacking profitability. 
All solutions for agriculture based on new technology encounter a central difficulty in identifying the unique farmer and his/her location. Additionally  the grid of the geodata is still not that advanced that small farmer plots can be located from space. Agriterra works through agricultural cooperatives and farmers organisations. Agriterra would like to know the state-of-the-art suppliers of solutions to agriculture  using ICT and/or geodata and specialized software  as they are in the market and cover together most aspect of the production cycle and crop chain. 
  
We think there are possibilities to bundle solutions as provided by service providers and supplying and off-taking companies in the chain  and chain partners themselves into a profitable business plan.
  
Agriterra is not yet familiar with the possibilities  but we see the urgency and need to start to work in this area as well  to improve the livelihood of the smallholder farmers. We would like to introduce these new ICT technologies via Agriterra to the cooperatives and farmer organisations who we work with. 
  
Which IC Technology suppliers can we work with? in order to reach all our farmers in the 14 focus countries of the current Agriterra programme. Therefore  we would like to get an insight in the the potential sources and providers of geodata  big data and agricultural applications  in order to know which suppliers are best suited to work with as Agriterra to reach our goals. 
  
https://agriterraindewolken.sh... Get an insight in the the potential sources and providers of geodata  big data and agricultural applications  in order to know which suppliers are best suited to work with as Agriterra to reach our goals. Market linkages between ICT innovators and coops. 2017 Work group:
1. inventarisation
- intern Matty Vink
- 'make agriculture measurable' presenatation Summit Elspeet. Susanne Coolen Recommendation: start small  not top down.
2. networking
3. pilot
2018: pilot SoilCares (see article attached). Bertken de Leede  Susanne Coolen
2019: 
- paided assignment GIZ following SoilCares pilot  Bertken de Leede
- ongoing market linkages  Susanne Coolen + BAs
Le renforcement de la base de la coopérative SOPACDI Agriterra et SOPACDI travaillent ensemble pour renforcer la base de la coopérative dans le domaine de la gestion financière  la gouvernance  la production et le développement des affaires commerciales. Afin de préparer l'organisation pour l'avenir  SOPACDI sera se orienté sur les principes des unions des coopératives. Agriterra a commencé l’appui de la SOPACDI à la fin de l’année 2016  avec une vocalisation sur l’amélioration de la gestion financière et la transparence. SOPACDI a invité une expert-comptable qui a fait un audit des dernières années et l’organisation a démarré les démarches nécessaires de clarifier son statut légal. En 2017 l’audit sera présenté à l’Assemblée Générale et les activités prévue dans le plan d’action s’agissent une étude sur les avantage de devenir une union des coopératives  l’approfondissement de la transparence  et l’amélioration de la planification des affaires. La SOPACDI est une coopérative des caféiculteurs situé dans la village MINOVA  Province du SUD-KIVU  RD CONGO. L’organisation est établie en 2003 comme organisation paysanne  et enregistrée au 30 janvier 2015 comme Société coopérative. SOPACDI a une base de membres avec 7.656 personnes (2015) mais la plus part des membres ne payent pas leurs parts sociales. Maintenant tout le café de SOPACDI est certifié Commerce Équitable et
Biologique (Organique).
L’organisation a expérience une diminution des ventes en 2015 et 2016  parce que elle a décidé d’arrêter le convenu avec TWIN. SOPACDI a un potentiel de vente de 2.000 tonnes de café vert et d’exportation de 110 conteneurs par an  mais la coopérative opère actuellement à 15% de son potentiel.
Acting Now for Food Security and Resilient Food Systems Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. Key Activities Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities: - Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs. - Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies. - Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services. - Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach - Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text G0103 objectives description Farmers' Organisations and its member farmers
Contabilidad fiable y patrimonialización sustentable La Asociación de Productores de Alcalá  Sopachuy  El Villar y Tarvita (ASOVITA) nació en 2004 impulsada por la iniciativa de tres asociaciones de Chuquisaca centro: APA  APAFAM y APROCMI  a la que en 2006 se unió APASTA. ASOVITA fué concebida como un proyecto de la fundación ACLO (Acción Cultural Loyola) para ingresar con marca comercial la producción agrícola de los asociados a las cuatro asociaciones afiliadas en el mercado con productos transformados de calidad y valor agregado. 
Actualmente la marca de ASOVITA está posicionada en el mercado local donde es un referente en ají y se está expandiendo dentro de las principales ciudades del eje central (La Paz  Cochabamba y Santa Cruz de la Sierra) con una oferta diversificada que además de ají incluye amaranto  api y tojorí en diversos formatos.
La expansión comercial presenta oportunidades de crecimiento y diversificación que pueden ser beneficiosas para ASOVITA  las cuatro asociaciones afiliadas y sus productores siempre que se potencien las fortalezas (marca y calidad) a la vez que se corrigen las debilidades (deficiente sistema contable-administrativo  inexistencia de políticas institucionales y comerciales  y falta de capital circulante y de inversión)  para poder enfrentan con solvencia las amenazas del entorno (nuevos competidores). El BHAG es: Consolidar instrumentos y sistemas de gestión contable  administrativa-financiera  control interno y plan de patrimonialización de ASOVITA que  permitan a la Organización incrementar sus beneficios actuales en 100% sobre la situación actual Actividades de proyecto
Contratación de un      contador a tiempo completo para ASOVITA y sus cuatro asociacionesImplementación de un      programa contabilidad integrada por módulos (operando a final de año  al      menos  en el módulo de contabilidad)Asistencia de cuatro      miembros de ASOVITA al Taller de Gestión Financiera Básica y obtención de      certificados de asistenciaAuditoria Externa de      ASOVITA para la gestión julio 2016 - junio 2017 con dictamen final del      auditorElaboración       socialización y aprobación en Asamblea Extraordinaria del Plan de      Patrimonialización de ASOVITA
Servicios
Asesoría de agripooler experto para la Formulación del Plan de Patrimonialización de ASOVITA que incluya los objetivos SMART a alcanzar  un cronograma de las acciones a realizar para cumplir los objetivos y una propuesta de financiación de las acciones mediante la reinversión de beneficios retenidos por ASOVITA y fuentes de financiación externa bancaria (1 semana de trabajo)Consultoría para la elaboración de la auditoría externa de ASOVITA para la gestión julio 2016 - junio 2017Taller de Gestión Financiera Básica para 4 personas de la entidad (5 días de trabajo)
Expansión de Servicios Sustentables La Asociación de Avicultores de Santa Cruz (ADA) es una institución gremial sin fines de lucro fundada en 1971  constituida por personas naturales y jurídicas dedicadas a la crianza de aves para la producción de carne  a la cría de aves para la producción de huevos de consumo  a la cría de aves reproductoras para la producción de pollitos y/o pollitas bebé e incubación de huevo fértil. La organización representa a 183 avicultores individuales y 103 socios de la Cooperativa Agrícola San Juan de Yapacaní (CAISY Ltda)  que comprenden aproximadamente el 90% de la producción avícola departamental y el 60% de la producción avícola nacional.
ADA disfruta de una elevada estabilidad económica y política  enmarcada en un escenario favorable de elevado crecimiento del sector avícola departamental. El principal reto que enfrenta la asociación es la relativa inmovilidad en el desarrollo de sus servicios auto sostenibles  una aspiración compartida por los productores  gerencia  trabajadores y directorio de ADA  pero cuyos objetivos no han sido alcanzados. Estos servicios comprenden la planta de alimento animal y los laboratorios de patología aviar y de bromatología aviar. El objetivo principal es potenciar los ingresos provenientes de los actuales servicios prestados a los asociados: servicios de laboratorio y los insumos de la planta de alimentación animal. 
En el año 2017 se iniciará con la planta de alimentación apoyando la elaboración de un proyecto de inversión para la expansión de la planta y en la búsqueda de entidades financiadoras. En el empeño de apoyar las acciones dirigidas al desarrollo de las fuentes de ingresos auto sostenibles y reforzar el papel de ADA como organización avícola líder a nivel departamental y nacional  durante el año 2017 Agriterra apoyará las siguientes acciones:
·       Elaboración de un Plan Estratégico Institucional
  
·       Elaboración de un proyecto de inversión para la expansión de su planta de alimento avícola
  
·       Visita de prospección a un laboratorio de referencia y desarrollo de talleres internos en la política de calidad ISO 17025
  
·       Elaboración del Manual de Funciones y del Manual de Operaciones
  
·       Reforzar el fortalecimiento organizativo mediante un Taller de Gestión Financiera Básica  un Taller de Gestión Financiera Estratégica y un Taller de Control Interno y Vigilancia
Asia - Financial management of cooperatives and farmers' organisations Agriterra considers healthy financial management of its clients as core condition for succesfull operations and business planning. In 2014 and 2015 it has developed a specific financial management training package. Agriterra want to roll out further this training package and solution to its clients and business advisors by implementing a financial management program in Asia.
As part of its strategy for 2016 through 2019  Agriterra will continue to support all its clients in terms of transparency and good management practices. These clients include those with which Agriterra is already actively working on this issue and those clients that will join after the organization is restructured in the upcoming months. 
The underlying project comprises the following services:(1) implementation of the Basic Financial Management training (2) expansion to the new appointed program countries Vietnam  Nepal  China (3) recruitment and training of new trainers + Agriterra staff involved  (4) refreshment meetings for trainers and (5) design and production of an advanced strategic and financial management workshop for managers and directors of organizations that have already participated in the Basic Financial Management Workshop. To enhance comprehension of financial management by board of directors  senior management and members of cooperatives and farmer organisations.
Reduction des risques financiers Contexte des actions proposeacute;es et choix reacute;aliseacute;s: la CECAFEP figure parmi les institutions financieres qui octroient les creacute;dits aux entrepreneurs agricoles et concervent leurs eacute;pargnes dans un contexte socio-eacute;conomique  caracteacute;riseacute; par plusieurs risques financiers.Chaque membre du groupe de creacute;dit solidaire devra ainsi exprimer son engagement sur la lettre de demande de creacute;dit et un systeme dassurance deacute;ces est a instaureacute; dans la politique deacute;pargne. Les eacute;tats financiers sont auditeacute;s et les comptes sont certifieacute;s.Le rapport est preacute;senteacute; dans lAG Les fiches standardiseacute;s de demande de creacute;dit sont viseacute;s par tous les membres du groupe solidaire en vue de se repartir le risqueUn plan de communication est disponible Une politique deacute;pargne est disponible et le systeme dassurance deacute;ces est fonctionnelChaque agent du creacute;dit connait son role speacute;cifiqueLe logiciel est mis en jour avec des nouvelles fonctionnaliteacute; Les produits financiers speacute;cifiques aux jeunes sont definis Audit externeRenforcer la formation des groupes solidaires sur le creacute;dit solidaire et eacute;ducation ccopeacute;rative sur les nouvelles dispositions de garanti collective deacute;ja deacute;finies.Elaborer le plan de communication Ateacute;lier de mise a jour de la politique de creacute;dit eacute;laboration  politique depargne et deacute;finition des modaliteacute;s dassurance decegrave;sReunion pour la mise a jour des MAPAF et du ROI pour speacute;cifier les roles de chaque agent de creacute;ditMise en jour du logiciel et connexion Mobile Money Atelier de concertation avec les jeunes pour eacute;tablir les produits financiers  a leurs besoins speacute;cifiques.
East Africa - 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 making and 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 in which 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 of Agriterra’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. 
Next to Kenya  Uganda  Ethiopia  Peru  Tanzania and Indonesia Agriterra is also preparing 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. T
The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to East Africa 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. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessment to East Africa 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
AgriCord - Activities linked to the Central office AgriCord has a board  a project committee and an ME work grouup. Agriterra is member of AgriCord an will be present in meetings organised by AgriCord.
Project Committee is operational (procedures  recommendations) for screening all support to PO's by agri-agencies. • Update PC membership  update PC procedure  advice the board. • AgriCord coordinates and chairs the regular PC meetings  including 2 physical meetings.All agri-agencies give support to the content of “Evidence of Impact”.Activated General Assembly incl. extra-ordinary meetings  public and linked to the Farmers Fighting Poverty Steering Committee.• one ordinary and one extra-ordinary meeting of the General Assembly  on the “dialogue” principle  on the basis of inputs from developing country farmer leaders.• upon conclusions of General Assembly  update “Farmers Fighting Poverty” 
Meetings of the ME work group are included in Task 14 project. Ensure the presence of Agriterra as an agri-agency to all AgriCord meetings to support strength and institutional development of AgriCord and its members
Sustainable supply for Wheat Flour Factory Branding products Raya Wakena Farmers' Cooperative Union is established in March 2004 as a Cooperative Union with 9 legally registered primary cooperatives. Currently the union has 73 primary cooperative members. The union has establihed wheat flour factory in 2017 and will have a plan to purchase 240 000 quintal of wheat for the year 2018. In order to accommodate the demanded wheat the union wants to strengthem his relationships with PC's to have sustainable supply of Raw Materials.  Raya Wakena is a graduated/Advanced client of Agriterra on 2018 and will continue work with Agriterra without any budget support i.e. focus only on selected advisory servises. The aim of 2018 AP focuses on two main activities. having sustainable supply of raw materials( Wheat) for Wheat flour Factory and planned to buy more than 100 thousand Quintal of wheat from member farmer organizationsdevelop a marketing strategy as a guideline to run the organisation and increase volume sales of Wheat Flour Branding the product through producing good competitive product Increase and improve the volume and quality of wheat flour. increase the board and management capacity on strategic decision making issues through financial management. improving the role of supervisory committee members in the organization activities by delivering supervisory training.developing a real and customized marketing and branding strategy through agripool mission improve the capacity of wheat flour factory by conducting quality control agripool Koopman mission.
Joint Trainings and Events Burkina Faso The project includes various advisory services and events that aim to:-develop a team of well trained national BAs and French speaking Agripool experts from the West Africa Region-hold basic trainings for (potential) clients from the region in cooperative management and governance  finance and marketing-create a regional french speaking team of agripool experts 1. National BAs from French Speaking West African countries and national Agripool experts trained in Training and Facilitation Methods general2. Clients and other partners in Burkina Faso have received 2-3 trainings related to cooperative management  finances and marketing3. A national and regional French Speaking Agripool Network has been established and has become operational by the end of 2020 27-31 January 2020 Training of Trainers My Coop with BAs and Agripool experts from Burkina Faso  Cote dIvoire and Niger3-7 February 2020 My Coop Training for at least 2 Cooperatives in Burkina Faso with participation of potential Agripool Experts from Burkina FasoTraining Financial Management
Marca país - Bolivian natural beef - Continuando con el fortalecimiento de la trayectoria FACT iniciada el año 2017  el proyecto focaliza sus esfuerzos en el posicionamiento de la carne vacuna boliviana en mercados internacionales  para apoyar las recientes medidas de liberación irrestricta de exportación de los excedentes de carne. Paralelamente  se consolidará el servicio de seguimiento y control de movimiento de ganado. BHAG: Hasta octubre de 2018  dejar establecida y en pleno funcionamiento la Mesa de carne boliviana Posicionamiento de la marca país "Bolivian natural beef" (Establecimiento de la Mesa de la carne boliviana Definidos estructura  reglamento de la Mesa de carne boliviana,Desarrollados estándares de la marca 'Bolivian natural beef Formulado el Plan Estratégico 2018-2022 de la Mesa de carne boliviana)Software de Manejo de Actas de vacunación de Aftosa y otras enfermedades: Implementado en 32 asociaciones a nivel departamental que trabaje online y offlineSoftware del Sistema de gestión contable integrada  vinculada con los FEGASERVICIOS: implementado en FEGASACRUZ  balance de apertura del sistema contable al 01/01/018 implemento y en operación plena (100%) de los módulos operables.Hardware y software de registro de marca: Desarrollado  adquirido  implementado en la oficina de registro de marca de FEGASACRUZ y en funcionamiento.