devinitorg/iati-policy-markers huggingface dataset:
En Camino a la Certificación Orgánica <p>Por el difícil contexto del precio del palmito a nivel internacional en combinación con&nbsp;la nueva competencia local  en 2016&nbsp;Apropal ha podido mantenerse en su punto de equilibrio con una ligera utilidad operativa y una facturación prácticamente igual&nbsp;a la del 2015.&nbsp;Se espera&nbsp;que con la incursión en la producción orgánica planificada para iniciar el 2017  pueda ser una estratégica de diferenciación con un precio mucho más atractivo para los agricultores  y que permita mantener a Apropal en la vanguardia de la producción y comercialización del palmito a nivel nacional/ internacional como hasta ahora lo ha sido. Se planifica lograr los siguientes resultados:&nbsp;</p>
<p>- EEFF bi-mensuales<br>- Manual de&nbsp;procedimientos y politicas financieros y administrativos&nbsp;elaborado y aprobado por consejo de administración<br>- Implementación del software contable<br>- Lograr la certificación organica hasta Dic 2017.<br>- Volumen de acopio 230.000 tallos mensual y rendimiento en planta 130 gr/tallo<br>- 15 lideres y 2 trabajadores capacitados<br>- 12 talleres para 311 socios en&nbsp;gestión y mercado<br>- Estudio para desarrollar servicios de crédito interno elaborado y difundido internamente</p> <p>En Camino a la Certificación Orgánica&nbsp;</p> <p>P.1 Financial management: Contratación de un contador interno<br>P.2 Financial management: Manual completo de procedimientos y políticas financieros y administrativos (incluyendo control interno)<br>P.3 Financial management: Seleccionar e implementar un nuevo software contable<br>P.4 Production: Evaluación de linea de base respecto a exigencias de la certificación orgánica  preparación y auditoria<br>P.5 Production: Asesoría técnica en campo<br>P.6 Governance: Pasantía a otra cooperativa para conocer experiencias exitosas de sistemas de aportes  derecho a servicios (habilidad del socio)  crédito interno</p>
<p>P.7 Governance: Fortalecimiento de las bases sociales a través de capacitación  motivación y transferencia de información (gestión y mercado)<br>P.8 Business: Estudio de factibilidad y plan financiero para desarrollar servicios de crédito interno</p>
Vers une societe cooperative autonome et bancable au service des cafeiculteurs La societe cooperative KANOVERA des cafeiculteurs dans la zone NTAMBA a  ete creacute;eacute;e  par  156 membres en 2012 a cause de lourds peines pour les cafeiculteurs durant la campagne cafe   qui devraient parcouris environ 25 km pour arriver a une SDL  mais aussi victimes du vol sur la balance . la cooperative dispose actuellement deux SDL sur deux collines. En 2016  la cooperative a enregistre de bon resultat et en a profite pour ameliore les services aux membres. leffectif a passe du simple au double : de 156 a 336 membres. Lequipe  dAgriterra en mission dAnalyse a realise que 180 membres nont pas encore paye leurs parts sociales mais vendent leur cafe cerise a la cooperative KANOVERA.  Les autres conclusions de lequipe cest notamment le problemes de gestion financieres  des realtions non solides avec les cafeiculteurs   les clients et avec les services fianciers. Les activites proposees dans ce projet pourront ameliorer la gestion financiere  la gouvernance et la reputation de la societe cooperatve KANOVERA. Augmenter les ventes dau moins 15% pour chaque cycle de cafe semblable et arriver a vendre 3-4 5 conteneurs de cafe. vert 1. Mise en place des outils de gestion (manuel de procedures  planification et budgetisation annuelle  plan strategique SMART  plan daffaires)2. Mise en place dun systeme dinformation  communication et informatisation des informations pertinentes administratives et financieres)3. Ameliorer la qualite du materiel de sechage4. Mise en place dun personnel financier qualifie et competent
Scopings  assessments and audit services in the Great Lakes Region Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in the African Great Lakes Region in 2019. Scopings  assessments and audit services in the Great Lakes Region.  Scopings  assessments and audit services in the Great Lakes Region. Scoping and assessing cooperatives as potential clients for Agriterra.
Increasing the farm production and local consumption of coffee MCCCU is a cooperative union formed by 34 primary societies all producing coffee. The union has different business units that contribute to its income streams. However  being a coffee union part of its mandate is to support its members (PCs) but moreso the individual members to produce more coffee and thus increase their income. This project therefore seeks to strengthen MCCCU's resolve of helping its members through trainings  inputs  advises and advances among others for them to improve on the quality and quantity of coffee in their farms. And  for the longterm sustainability of coffee prices  its inevitable for MCCCU to also look at a more accessible market sustainably  which is the local market. This therefore means  that they need to invest on this trajectory for them to tap into this local market. 1. Increase farm level production both in quality and quantity by gt,20% in 2017
2. Increase MCCCU's local sales in Kenya by 50% in 2017 uploaded
Digitalisation Agriterra Following the process of digital disruption in general, and specifically after the impact of Covid on our work as well as on the cooperatives, there have been many initiatives on addressing this disruption/impact. The objective of this project is to check and (part) of these activities, especially the ones influencing the direct work of Agriterra.
Farmers-Focused Transformation Philippines In 2021, Agriterra entered into a ten-year (2021-2030) strategic partnership with the Directorate-General for International Cooperation (DGIS) of the Ministry of Foreign Affairs in the Netherlands, officially titled “New Decade for Cooperative Agribusiness Development”. 
In this new programme – by Agriterra called Farmer-Focused Transformation (FFT) – Agriterra concentrates on its core business of strengthening farmers’ organisations and cooperatives and increasing access to finance by (organised) smallholder farmers. Agriterra's core business aligns with the DGIS objectives of ensuring Dutch knowledge and expertise worldwide to achieve the SDGs and to take advantage of new business opportunities, since the Netherlands can make a difference in agriculture for developing countries thanks to the outstanding Dutch position in this sector.
As such, Agriterra strives for interventions with long-term perspectives that contribute to the development of a modern, vital agricultural sector which is both economically viable and socially just. This can only be achieved through concrete intermediate results in terms of job creation, mobilizing finance and increasing productivity.
Agriterra’s services will maintain a focus on strengthening farmers organisations via three-tracks: farmer-led business, sustainable services and farmer lobby and advocacy. While implementing these three trajectories, Agriterra mainstreams the cross-cutting issues of: gender, youth, and climate.
At the beginning of the FFT programme, FFT operations were carried out in 19 countries. From 2022 onwards, the FFT programme focuses exclusively on 12 countries spread through 4 regions (West-Africa, East-Africa, Great Lakes and South-East Asia). The 12 focus countries for FFT include: Ivory Coast, Burkina Faso, Ghana, Ethiopia, Kenya, Tanzania, Rwanda, DR Congo, Uganda, Philippines, Indonesia & Vietnam. The FFT programme focuses on generating evidence-based outcomes for Farmer 
Organisations via quantifiable KPIs that require systematic tracking and reporting. 
The overall evidence-based goals envisioned for FFT in its first five years (2021-2025) are:
• Goal 1: Support one million farmers through 320 farmers’ organisations. 
• Goal 2: 50 million euro mobilised because of lobby and advocacy proposals. 
• Goal 3: 60 million euro mobilised with 70 FOs linked to financial institutions. 
• Goal 4: 30 new farmer-led enterprises that improve farmers’ access to markets 
and Agri services. 
• Goal 5: 10,000 direct jobs supported. 
• Goal 6: 30,000 people trained (9,000 women and 4,500 youth), with 50 female 
leadership training courses, 30 youth councils and 20 women’s councils. Farmer Organisations' and Cooperatives
Member farmers
Strengthening JCCU in supply chain and market positioning of oranges The Junar Central Cooperative Union was established in 2008. It is a federation of the Sindhuli Junar District Union and the Ramechap Junar District Union  and 43 primary cooperatives  representing about 7626 individual farmers. JCCU has the mandate to advise and assist the district unions  the primary cooperatives and its members. JCCU is maintaining the contacts with the district  zonal and national government and third parties. Furthermore JCCU initiates  organizes and monitors the investment they are doing on behalf of the members. JCCU plays a role in advocacy and service provision to members, and is positioning itself more and more as a business partner for the cooperative farmers. JCCU  invested in a Junar processing plant where Junar is processed into juice thereby adding value to the produce of the farmers of the cooperatives. The uniqueness of the federation is believed to be the combination of a partially farmer owned business and fully farmer led federation.

Agriterra has done company assessment of JCCU on 10-15 Feb  2016. The company assessment team recommended that JCCU fulfill the criteria that Agriterra requires in order to start a client relationship with JCCU. As the result  Agriterra started cooperation with JCCU of 5 months in 2016 as the starting up phase of a cooperation between JCCU and Agriterra. The cooperation focused on support in professionalizing JCCU.

JCCU has implemented most of the planned activities (except study tour  done in January) and shows an active attitude towards follow up of action plans. Agriterra found JCCU as potetntial clients to continue the cooperation in 2017. Support JCCU in farmer led business of oranges JCCU has committed itself during a strategic planning workshop to address 3 strategic objectives in the coming 3 years: 1) establishing a modern Junar tree nursery  2) building the management and governance capacity of the primary cooperatives  and 3) increasing the sourcing and marketing of Junar from the primary cooperatives.

The main focus in 2017 will be on ambition 2 and 3. In order to ensure a regular sourcing to the factory members must be committed and understand the added value of the cooperatives. Many members are unaware of cooperative principles, management and marketing. Record keeping at farm level in order to know the cost price but also to compare production levels and improve this. FACT will be introduced to few active leaders to improve the effectiveness of their lobby. FACT can be applied in preparing a good business plan to apply for funding for the high tech nursery. Financial management to be further improved by recruiting a stronger manager/accountant and follow up the action plan.
Scopings and Company Assessments - Ethiopia - 2017 In 2017  team Ethiopia aims to renew 30-40% of its current client portfolio. That means that there is room for including around 7 new clients. In order to identify new clients  several scopings and company assessments are planned. 

This project also aims to scope and explore new business arrangements between companies and companies.

Expected results are:
- 7 new clients on board
- 1 company - cooperative business arrangement established Mapping of potential new clients in Ethiopia and assessment of potential new clients in 2017. - 3 scoping rounds
- 7 company assessments (3 Tigray  3 Oromia  2 Amhara)
- 2 business development assignments (coop-company)
Defining the strategic direction and enhancing a sustainable governance stucture Wakulima SACCO is the financial wing of Mukurweini Wakulima Dairy  the mother Company. Over the last years  the SACCO has been facing challenges in growth prospects as the organization has reached the maximum loan portfolio growth. This calls for a change in strategy  focusing on expansion through technology. Wakulima SACCO will therefore be focusing on redefining growth strategy expanding its member-reach out without opening physical branches. In addition  key focus will also be on updating the loan products to suit member-needs. Strengthening the governance will still remain a point of focus for the organization. The goal of the project is to consolidate gains develop a sustainable governance structure by separating the Board of the Sacco from that of the dairy. The second goal is to define the next growth opportunities for farmer financing. 1. Developing a new SP
2. Updating the Current Loan Portfolio developing new products based on member-needs
3. Strengthening the Governance Body: Separation of the Board from that of the SACCO
4. Aligning the SP  BP and other Documents
5. Updating the policy documents
Improving Organizational structure and supply chain of Niger seed and malt barley <p>Admas Farmers’ Cooperative Union was established May  2003 with initial capital of 153 000 ETB by 7 primary cooperatives and the numbers of farmer members were 1.7 thousand that covered 6 district of Guraghe zone. Currently  the capital raise to 19.4 million ETB  the number of primary cooperatives increased to 114 and the numbers of farmer members increased to more than 44 050 of which 8.6% are female members. The union have been working with Agriterra for 4 years  and bring remarkable results  such as raising 3.4 million ETB through internal capital to install a semi refinery Niger seed plant  market linkage with brewery for 300 malt barley producers’ farmers  adoption of improved seed and improving the value chain of Niger seed etc. The main challenges of the union are the human resource management and succession  financial resources and supply side.</p> <p>1. Mobilize an additional 2 million ETB through internal capitalization<br>2. Optimizing supply chain with special focus on Niger seed and malt barley and market at least 2000 quintal malt barley and 14 000 quintal Niger seed<br>3. Optimized the HR of the union by having fulfilled the HR for factory  hiring of deputy manager and professionalizing 15 coops managers<br>4. Developing bankable business plan to mobilized at least 5 million ETB for output marketing of Niger seed. <br>5. Getting the factory operational</p> <p>The 2016 action plan will focus on: <br>1. Mobilize an additional 2 million ETB through internal capitalization<br>2. Optimizing supply chain with special focus on Niger seed and malt barley and market at least 2000 quintal malt barley and 14 000 quintal Niger seed<br>3. Optimized the HR of the union by having fulfilled the HR for factory  hiring of deputy manager and professionalizing 15 coops managers<br>4. Developing bankable business plan to mobilized at least 5 million ETB for output marketing of Niger seed. <br>5. Getting the factory operational</p>
Events in Myanmar 2020 All trainings and events that are involving more than one client in Myanmar in 2020 Training and events for clients in Myanmar in 2020. Trainings and events for clients in Myanmar in 2020. - BFM- Recordkeeping- Kick-off youth participation Workshop- FACT- Marketing Basics Training- Value Creator Tool- South-South Exchange
Strengthening primary cooperatives and improve market share of the union Chafe Buluk multipurpose farmersrsquo; cooperative union was found 315 km fromthe capital city  Addis Ababa to the North West in Horo Gudur Wolega Zone. Theunion established in 2004 by 15 primary cooperatives that found in four districts(Amuru  J/Jarte  Horo and Ji/Ganat) with 13 667 members of which 793 of themwere  women members and 12 874 were males. The PCs establishing the unionto solve their common socio  economic problems. The agro-ecologies of the unionare highland  mid attitude  and lowland. The major corp grown are Maize  wheat barley  teff  pea  bean  sesame and Niger seed. The union has started itsoperation with the initial capital of 165 000 ETB. Currently  the numbers of primarycoops increasing to 74 PCs members with the total members 37 774(M=32 651  F=5123)  with total capital of 16 835  280.09 ETB.The union providing different services for the members and non-members. Theyare providing marketing service for the members and link with potential buyersto improve the livelihood of the members  supplying different consumers goodsand services. Supplying different agricultural inputs at reasonable price andquality. Supplying different agricultural technologies that can boost the productand productivity and creating awareness on technology adoption and utilization.Promoting the saving habit of the members and providing credit services.Conducting different research to improve the product and productivity of themembers. Boosting the output marketing to increase the income of the members and establishing the animal feed processing plant The 2020 AP focused on the following activity1. Boosting output marketing by 15% 2.    Updated feasibility study for animal feed processing plant 3.    Professionalizing the PCs operation and boosting output marketing 4.    Training to newly hired mangers  pcs board on cooperative business management 5.    Digital accounting system implemented  up to date  and used to make business decisions. 6.    Improving the governance system of the organization
Business development - Ethiopia Agriterra professionalises ambitious farmer cooperatives and organisations worldwide.
  
Agriterra believes in farmer ownership to fight poverty and stimulates social-economic strong and vibrant rural areas. Cooperative expertise and peer-to-peer advice from the Dutch agri  food top sector are key principles, advice  training and exchange the key methodologies.
  
 
  
Agriterra developed a range of practical training products for cooperatives and agricultural organisations in developing countries.
  
 
  
Under this project  trainings on business development are covered. Agriterra developed several products and trainings on this topic:
  
 
  
•       Training of trainers My.COOP
  
•       Marketing basics training
  
•       Financial sustainable services
  
•       Value Creator Professional farmer cooperatives and organisations  bankable cooperatives who are resulting in profitability  solvency and higher incomes for members. Professional farmer cooperatives and organisations  bankable cooperatives who are resulting in profitability  solvency and higher incomes for members.
Professionalizing Kiwira-SACCOS  preparing for growth in members Kiwira SACCOs Ltd is a saving and credit primary cooperative society registered in 2002. It is operating in Tukuyu district  Mbeya Region  South-east Tanzania. It’s main products are providing security for member’s deposits and savings  issuing loans to members and money transfer. The SACCOs has more than 1000 individual members and over 100 corporate members (groups and associations). The membership to Kiwira SACCOs is not restricted to farmers only but majority of its members is either farming or professionally active in agricultural sector. The Tukuyu district is a very fertile area with reliable rainfall. Some important crops are tea  bananas and Irish potatoes. 
KIWIRA Sacco’s objectives: 1. professionalizing its administration and services to members2. Increase its membership base (to 5000 in 2018)  increase their involvement (capital) and reach-out to more rural farming populations by opening branches in villages closer to the members.3. Increase internal capitalization and decrease dependency on external loans. 4.Diversifying its products for members a.o. proposing agricultural inputs loans to the farmer5. at term support farmer-members in professionalizing marketing of potato
As potato farmers are hardly organized  Kiwira-saccos could at term be an entry point for Agriterra interacting with potato farmers and eventually strengthen their position in the potato value chain. - financial products adapted to needs farmers / members- reliable member database- computerized bookkeeping- decreased portfolio at risk (PAR-bad loans)- Board + management aware of Good financial management practices- Long term directions clear (strategic plan)- draft business plan designed After a scoping mid 2015 and a successful company assessment end 2015  Agriterra aims to collaborate with the Kiwira-Saccos for strengthening their position  contributing to reach their objectives and provide services to more farmers in that high potential agric area .
main areas of collaboration in 2016:- Financial management- computerized bookkeeping- Loan appraisal and follow-up- Business  strategic planning- Member commitment  internal capitalization
2017: In 2017 more efforts will be put on forming special member committee for Irish potatos growers for assessing needs and design strengthening activities. Acquisation of new accounting software(Microfin)  training on how to use and visit the Saccos use microfin software this is one the objective in 2017  and also carrying out activities to educate current members and promote the SACCOS with potential members involving women  Youths. Agriterra will monitor progress strictly as in 2016 some crucial activities were not executed.
Increasing income through increased milk production and yogurt sales through effective marketing and extension services Choma District Dairy Cooperative Union located in Choma district of southern province has 6 affiliate primary cooperatives where it draws its membership.The affiliate cooperatives act as delivery centres as they are located close to the farmers.However the union has not been able to bulk enough milk due to low production volumes as a result of poor extension services.It is for this reason that this project will focus on increasing milk production through the provision of sustainable extension services.The project will mainly cover extension support and organization capacity building for management board and cooperative members.The main trainings of focus will around cooperative governance financial management Artificial Insemination Services and record keeping at farmer level. Choma District Dairy Cooperative Union is a dairy cooperative located in the southern part of Zambia with 6 primary cooperatives namely:Choma dam Mutandalike Masopo Sibanyati Bwacha and hamony.The cooperative bulks milk for sale to the off taker while on the other hand process yogurt.
The yogurt is sold to the general public through their main outlet at the cooperative sells agents and milk store at Kalukungu market.
The main off takers of the milk are parmalat Varun and FINTA.
However in the recent past the cooperative has had challenges with low milk supplies and low yogurt sales. Increase milk qualityImplement value creatorImplement Market strategyRoll out record keepingHuman resource trainingMy Coop trainingFinancial Management TrainingFinancial LiteracyConflict ResolutionFinance Audit
Team World Team worls covers business advisors working in "the rest of the world"  as well as the trainer/advisor and the market developer. Providing (paid) services and advice in countries other than our focus regions.