devinitorg/iati-policy-markers huggingface dataset:
Starting construction of the chick pea factory and increasing ckickpea and wheat supply to the union <p>Becho Woliso has implemented action plan 2015 adequately. Main achievements were the internal capitalization process. 11.8 million ETB has been mobilized for the upcomming investment in chick pea processing. Though output marketing figures of the Union and PCs slightly increased (from 20371 to 25642 quintal)  Becho union is not fully exploiting its potential and needs to improve seriously in this area (with upcoming agriprocessing plans). This is ackowledged by the union. Measures taken are setting up a different output marketing department  seperated from input marketing. Board and management will follow-up progress on a monthly basis and additional experts (2) have been hired under this department. As of 2015  Becho has established an agricultural extension and investment department (coopertive development of PCs  seed multiplication  irrigation/mechanization) as the union believes that embedding extension services within the union is the future.</p> <p>Main targets of action plan 2016 are:<br>- increase output marketing performance of chickpea and other commodities (wheat  teff  barley) by creating better market linkages. Target 60000 quintal (10% chickpea  5% other commodities like wheat  85% teff)<br>- acquisition of chick pea processing equipment and establishment of factory<br>- assess and develop specific action plan for extension and membership department<br>- PC professionisation and enhancing membership participation and voice of women and youth</p> <p>Looking at the weaknesses and future ambitions of the union and PCs  this action plan will focus on: 1) materializing the chickpea agroprocessing plans and accompanying activities in boosting chickpea production and supply 2) improving services and extension delivery through the extension department 2) Professionalizing PCs and increasing membership of youth and women. Main targets of action plan 2016 are:<br>- increase output marketing performance of chickpea and other commodities (wheat  teff  barley) by creating better market linkages. Target 60000 quintal (10% chickpea  5% other commodities like wheat  85% teff)<br>- acquisition of chick pea processing equipment and establishment of factory<br>- assess and develop specific action plan for extension and membership department<br>- PC professionisation and enhancing membership participation and voice of women and youth</p>
CPNCK  valeur ajoutée et professionnalisation de la cooperative de caféiculteurs La CPNCK est une coopérative créée en 2010 avec comme principal objectif d’améliorer les conditions de vie de petits producteurs de café habitant la région d’IDJWI  à travers la collecte  le traitement et la commercialisation du café de ses membres et autres producteurs. 
Les activités commerciales de la CPNCK doivent se renforcer pour l’avenir. L’organisation n’acheté plus de 20% des récolte de ses membres et les ventes en 2016 étions moindre de 2015. Il faut chercher pour les acheteurs internationaux et les organisations financières afin de devenir capable de préfinancer la campagne. CPNCK veut professionnaliser ses affaires  sa gouvernance et sa gestion financière afin de devenir une coopérative profitable. Agriterra a commencé l’appui de la CPNCK à la fin de l’année 2016  avec une vocalisation sur l’amélioration de la gestion financière et la transparence. CPNCK a arrangé ses états financiers et une expert-comptable a fait un audit des dernières années. En 2017 l’audit sera présenté à l’Assemblée Générale et les activités prévue dans le plan d’action s’agissent la professionnalisation de la gestion financière  le démarrage des activités de déparchage et l’intensification des activités commerciales.
Learning and Development The project Learning and Development is created to monitor the key learning and development programmes of global staff. Key programmes are developed based on Agriterra experience of staff. The programmes per year are as follows:Year 1: Onboarding with key elements mini-crash course at regional level and crash course in NLYear 2: LEAP  personal leadership programme in collaboration with FrieslandCampina and Better Future. 2020 edition in Eastern   Africa. Year 3: Aspire!   aimed at improving business advisor advisory knowledge  skills and behaviour. Targeted at colleagues with over 2 years of Agriterra experience. These programmes are monitored as multiple events in this project. Year One: Global colleagues fully equipped to be effective and deliver on time  in full  in budgetYear Two: Regional colleagues act in line with their purpose amp; business case to supply dairy to FrieslandCampina in EthiopiaYear Three: 15% higher effectiveness as business advisor in change trajectories with cooperative clients BackgroundAgriterra aims to invest in the professional development of staff to be more effective and efficient in achieving organisational targets. Mamp;E will take place through measurement of enhanced skills in system (Aspire!) and through evaluation forms. Where possible blended learning (online- and offline components) solutions are chosen for sustainability and cost efficiency. Cross cutting issues will be indirectly touched upon.
Regaining the trust of members through Licencing <p>Aberdare SACCO was a victim of bad governance in the past to an extent it was on the verge of going down. It was in this state when Agriterra came to its rescue with key focus on professionalizing the organization to ensure a sustainable bank so as to offer the best services to farmers as to the members. This year  Aberdare focuses on regaining the trust of its members through certification by the SACCO Regulatory Authority</p> <p>The goal of the project is to support the Aberdare to gain the member trust through Licencing by Sacco Regulatory Authority in Kenya.This will be achieved by ensuring quality in audited accounts  professional management and governance through policy documents elaboration.</p> <ol><li>Meeting with SASRA official for guidance</li><li>Develop/review HR and Financial management manual as required by SASRA</li><li>Staff Training on Credit Management and customer Care</li><li>Membership education days</li><li>Exchange Visit for Marketing plan implementation</li><li>Develop Job Description for all the managers</li><li>Develop a business Plan based on updated SP according SASRA Guidelines</li><li>Sale of property-land and petrolstation</li><li>Review the Currrent loan products and develop new products if there is need</li><li>Training Board on SASRA Code of Conduct</li><li>Develop a Board Code of Conduct</li><li>Develop a Board Retirement Schedule and state the maximum duration for re-election</li></ol>
Tanzania Scopings  Assessments and Audit services in Tanzania This is for Scopings  assessments and audit services in Tanzania. and Primary goal is identifying new membership based cooperatives to support and strengthen the cooperative skills on financial  government and business skills. Only the best fitting clients we will select  for others we construct a waiting list for next year.Agriterra uses strict entry and exit criteria for clients. To become a client  cooperatives must have at least 1 000 members (possible to deviate if growth potential can be proven)  be able to show a track record in business  have realistic ambitions for growth  recognize the need for finance (working capital and term loans) and be prepared to change Goal 2020 is to conduct 10 scopings  5 assessment for the individual Agriterra clients. Furthermore this project is also for more overall and combined meetings for our teams and even joint client meeting we have in Tanzania. Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in Tanzania in 2020.The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Tanzania in order to keep the client portfolio at the same level and perhaps expand the client portfolio. Goal 2020 is to conduct 10 scopings  and 5 assessments.
Coordination Agriterra training products Objectives:
  
Quality roll-out of trainings
  Create impact through Agriterra’s trainings
  Balance in trainings – advisory services (and exchange)
  Integrated part of services (like CA and BFM)
  Country/regional teams have adequate (certified) trainers
  Clearer division of tasks in teams: trainers “master” the module  each BA has minimum knowledge on each module (“to be able to explain the module to the client”)
  More balanced/aligned roll-out of trainings in countries
  Trainings as strategy for paid services/market development Coordinate and support quality roll-out of Agriterra training products and further development and improvement of the products and tools. This project will cover all activities related to roll-out of training products in the country offices  Training of tainers and coaching of (potential) trainers.
Improving the internal operation and administration of Union and PCS Gamo Gofa Farmers Vegetable  Fruit Marketing Cooperative   Union PLC (GGCU) is located in the city centre of Arba Minch town  Gamo Gofa   Zone  SNNP-Region  and is active in 7 of the 15 districts (2 districts for   bananas and mangos  5 for apples). Gofa Zone is a well-known area for the   production of fruit (bananas  mangos and apples) and is a regional centre for   fruit trading and processing . The Union was established in 2005 by 7 primary   cooperatives (PC's) who represent 477 farmers (26 females) with a capital of   ETB 340.000 . Currently the union membership consists of 27 PC's (15 active   PC’s)  representing over 9 000 farmers (+ 1 500 compared to last year)  of   which approximately 1 500 are female and a capital of over ETB 8 million (+   ETB 1M). The objectives of the union are focusing on the creation of access   to good markets either through direct purchase from the PCs sales to   identified buyers or through the facilitation of linkages of PCs and buyers   on a commission basis. On the long term the union has the ambition to become   involved in processing of the member’s products in order to add value and   liberate growers from vicious circle of market fluctuation and price failure.   Currently the union is to a minor extend involved in the handling of the   produce of its members (5-7%) either PCs or their farmers do sell directly to   local traders. - Strengthening the leadership capacity of the union and primary cooperatives 
- Professionalization of peach tree accounting system and other financial management 
- Raising 1.5M birr equity capital from farmers 
- Conduct feasibility studies for Mango value addition 
- Increase the output marketing of Mango  Banana  and Apple fruits
Renforcement des capacités organisationnel et financier de l'Union LUnion UMUGAARA est une organisation des riziculteurs   qui transforme et commercialise le riz blanc dans linteacute;recirc;t de ses membres. Elle est face aux deacute;fis actuellement multiformes  parmi lesquels; labsence des documents de gestion administratifs   financiers et le plan marketing strategique. Actuellement son systegrave;me de gestion nest pas informatiseacute;  et les bases de donneacute;es pour ses membres et membres actifs en particulier nest pas actualiseacute;e. Les activites du present plan dactions vont ameliorer la position de lunion dans linteacute;recirc;t de ses membres . 1-1: Updated FO strategic plan document -Strategic plan MBO* is up to date (y/n) 1-3: Previous Audit unqualified and not major audit queries unresoved (y/n1-3: Computer accounting systems properly installed and operational (y/n)1-5: Membership registration system is up to date (y/n)1-6: MBO has gender policy in place (y/n)3-1: MBO has clear and well defined BHAG (y/n)3-3: Agreements with private sector (num)4-4: MBO has developed relevant Business plan (y/n) Recruter un consultant pour eacute;laborer le plan     daffaires SMART sur 5 ans Elaborer le plan marketing strategiqueElaborer les etats financiers 2019Mise a jour de la base de donnees des cooperatives membres dUmugaara et des representants des cooperatives membres de lUmugaara dans lAGAuditer les etats financiers 2019Installer le logiciel de gestion des stocksParticiper a un evenement et ou foire agricole organisee au BurundiRenforcer les relations commerciales par la contractualisation avec les autres acteurs
Fortalecimiento e innovación de los FEGASERVICIOS de FEGASACRUZ La Federación nació el 14 de agosto de 1966  inicialmente con la razón social de “Asociación de Ganaderos de Santa Cruz de la Sierra” y se transformó en “Federación Departamental de Ganaderos de Santa Cruz” el 26 de julio de 1975  en ocasión de celebrarse el Primer Congreso de ganaderos. FEGASACRUZ es la entidad que representa al sector ganadero del Departamento de Santa Cruz  defiende los intereses productivos de sus asociados y contribuye a la seguridad alimentaria del País  promoviendo el manejo racional de los recursos naturales. En la actualidad FEGASACRUZ está conformada por 32 asociaciones territoriales emplazadas en los diferentes municipios del territorio cruceño. Asimismo  la integran seis asociaciones afines o especializadas  las mismas que por su relación con el sector ganadero están afiliadas a FEGASACRUZ. La Organización se sostiene con ingresos por prestación de servicios (70%) al sector ganadero y con los aportes de sus afiliadas (30%). El Proyecto fortalecerá y modernizará los actuales servicios y contribuirá a ampliar su cartera. BHAG
Hasta noviembre de 2017 se ha incrementado ingresos en al menos 10% con relación a la gestión 2016  a través de la mejora en la prestación e innovación de servicios (FEGASERVICIOS) de FEGASACRUZ Diseño  implementación y capacitación en uso del software de Manejo de Actas de vacunación de Aftosa y otras enfermedades (Alimentación de actas de vacunación  Captura  generación de base datos y elaboración de estadísticas  búsquedas y reportes especiales. Versatilidad para importar y exportar de programas como Excel y otros)Desarrollo de un software Sistema de gestión integral. integrado de contabilidad con los FEGASERVICIOS. Hardware para verificación de marcaEstrategia comercial para desarrollo de mercados internacionales de carne bovina (perfil del profesional: Dominio de desarrollo de mercados internacionales  acceso directo a contactos comerciales y comercialización de carnes bovina. Domino de idioma espanhol)Curso de Gestión Financiera básicaCurso de Gestión Financiera EstratégicaCurso de incidencia para el Directorio (FACT)Módulo de tributación para cooperativas y asociaciones de productores agropecuariasDesarrollo de hato ganadero y flujo de cajaGira de aprendizaje sobre la estructura y procedimiento del movimiento animal por SENASA (Paraguay) y MAPA (Brasil)
Improving Rice Milling in Central Dry Zone The cooperative is Township Level cooperative society that is the second level from the bottom. It is like a group of primary cooperative societies. TCS has 158 primary cooperatives and around 28.000 members  around 50% are farmers. TCS was founded in 1970 and started with many activities  in 1992 the number of activities were reduced. At this moment the main services are microfinance  rice milling and Agri supplies. Five board members are also working as management in TCS besides that there are 7 staff workers en 5 temporary workers. The highest position of the staff is chief finance (works more than 40 years for TCS). Access to microfinance is the most added value for members. TCS is looking for advice on how to modernize their milling activities and how to perform better on microfinance (loan recovery). Yes but steps have to be made during the first six monthsKey issues for support are in order of importance:1. Governance (roles and competencies needed)  responsibilities of staff and board2. Supervisory Board3. Finance  procedures must be there and followed  budget planning and cash flow forecast on Business Unit level and total4. Strategic plan In the first six months  Sintgaing TCS the Governance training must be held.It is also possible youth members and some chairmen of pcs must be present at this training.After the training  serious steps must be made on Governance. The first one is to install a supervisory board in 6 months.After 6 months there is a go or no go for further collaboration with Agriterra.
Eventos  auditorias y diversificación de fondos Perú Proyecto marco para la organización de eventos  auditorias y diversificación de fondos en Perú Capacitación de miembros de cooperativas y organizaciones de productores/as con las que trabaja Agriterra en Perú Se han planificado:
Gestión Financiera
1. Taller de gestión financiera básica 2. Taller de formación de formadores en gestión financiera básica 3. Taller de formación de formadores en gestión financiera estratégica 4. Taller de gestión financiera estratégica5. Taller de formación de formadores en apoyo para los consejos de vigilancia6. Taller de apoyo para los consejos de vigilancia7. Auditorias y evaluaciones de 2 proyectos de 2017 y 11 proyectos de 2018
Marketing
1. Formación de formadores en marketing en Perú2. Piloto del taller de marketing en Perú
Giras de estudio
1. Gira de estudio a cooperativas españolas 2. Gira de estudio a cooperativas peruanas 
Gobernanza
1. Piloto del taller de gobernanza en Perú
Diversificación de fondos
1. Apoyo de un practicante para actividades de comunicación  marketing y publicidad2. Desarrollo de videos  fotos y brochures para promoción y marketing de Agriterra Perú3. Apoyo en el mapeo de oportunidades  la preparación y presentación de propuestas para diversificar fondos por consultores externos
Scopings  assessments and audit services in Nepal Scopings  assessments and audit services in Nepal in 2020. Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in Nepal in 2020. Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in Nepal in 2020.
Myanmar - scoping and assessments 2018 The underlying project aims to facilitate scoping missions as well as missions for cooperative or organisation assessment in Myanmar. This 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. Scopings and cooperative and organisational assessments in Asia  as well as exchange visits. During 2018 scopings  organizational and cooperative assessments  working with the government and supporting internships
Scoping and Assessments Farmer organisations in Zambia Scoping visits and assessments in Zambia will be registered under this project To identify possible new clients in Zambia Team Zambia aims to have identified at least 4 new clients in 2017
African Great Lakes - Scoping  Company Assessment Missions 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 the countries in the African Great Lakes Region : Rwanda  Burundi and Democratic Republic Congo. This 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 the countries in the African Great Lakes Region : Rwanda  Burundi and Democratic Republic Congo. This 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.
L'autonomisation de la LSC à travers la transformation  la commercialisation du manioc et l'accès au crédit <p>La LSC est en pleine phase de mutation de l’Asbl vers la coopérative agricole  elle est en train de s’approcher et comprendre progressivement le marché locale avec les deux filières choisies et dont les études ont démontrés leur rentabilité. Elle a réussi à identifier ses clients potentiels pour ses deux principaux produits dont l’un (Manioc) est certifié par le Service Congolais de Contrôle  OCC en sigle  après analyse du laboratoire. &nbsp; En 2016  la LSC a vendu 12.700Kg de Farine de manioc et 1.800Kg de Champignon à ses différents clients tels que ’’TOUT EN EST’’ et les agents d’une institution financière HEKIMA. Toutefois  le statut jurique de la LSC devra être reexaminé afin de permettre &nbsp;son autonomisation à travers la fonction écomomique&nbsp;</p> <p>L'objectif c'est d'autonomiser la LSC à travers la transforamtion  la commercialisation et l'accès au crédit.</p>
<p>Les objectifs spécifiques :</p>
<p>- Un cadre de comptes existe ;</p>
<p>- 3 liens d'affaires avec les débouchés sont noués</p>
<p><br></p> <p>Le plan d'action 2017 va se focaliser sur :</p>
<p>- L'appui à la certification de la farine de manioc et des champignons par l'OCC ;</p>
<p>- La formation de l'équipe des finances sur l'usage du logiciel SAGE ;</p>
<p>- Mettre en place un cadre des comptes approprié pour faciliter la comptabilité ;</p>
<p>- Recruter un conseiller juridique pour définir le cadre légal de la LSC ;</p>
<p>- Appuyer le recrutement d'un caissier au sein de l'organisation.</p>