devinitorg/iati-policy-markers huggingface dataset:
Perú: identificación y análisis de nuevos clientes Este proyecto permitirá realizar las actividades de identificación y análisis de nuevas clientes en Perú durante el 2017 - Un análisis de prospección a 16 organizaciones en Peru 
- 5 análisis organizacionales  para potenciales 5 nuevos clientes para el ano 2018
Devenir une COOPEC qui a un impact plus important sur les activités commerciales de ses membres. La COOPEC OBUGUMA est une coopérative d’épargne et crédit qui offrant à ses membres les services d’épargne  de crédit  de formation ainsi que de transfert des fonds pour les initiatives féminines regroupées ensembles dans l’agriculture et le petit commerce. Ayant le monopole du service d’épargne et de crédit en faveur de ses membres  Obuguma a fait de succès depuis sa création en 2009. Ses membres accèdent au crédit par groupe solidaire car ne disposent pas de garantie matérielle à déposer à Obuguma en guise de l’obtention dudit crédit.
  

  
Obuguma dispose de 3 316 membres physiques avec environs $ 45 000 logés dans la banque TMB à Bukavu. Ses membres sont essentiellement composés des Agriculteurs regroupés dans diverses filières agricoles  éleveurs  pécheurs  armateurs  agents de l’Etat  enseignants et petits commerçants. La COOPEC a un monopole qui lui permet de se confirmer dans le domaine d’octroi de petits crédits à ses membres ainsi que la facilitation de transfert de fonds. Actuellement la demande étant plus élevée  Obuguma connait de sérieuses difficultés auxquelles elle ne sait pas faire face. Son enveloppe lui permet de répondre à environ ¼ de la demande qu’elle enregistre pour chaque trimestre et ceux qui bénéficient de ses prêts n’obtient pas la totalité du montant demandé (parfois la moitié ou le tiers de la demande). Agriterra a convenu avec Obuguma de lui appuie dans le recherche pour une institution financière qui peut offrir une ligne de crédit afin de pourvoir répondre de manière raisonnable aux demandes exprimées par ses membres. Afin d’être éligible pour les institutions financières  les états financières doivent être audité et les affaires interne doivent être automatiser avec un nouveau logiciel comptable. Puis  Obuguma va étudier le principe de crédit au warrantage et analyser la situation de la gestion des risques.
Building reliable dairy business market access Ethiopia being an agricultural country possesses all vital requirements necessary to establish a sustainable development including dairy cattle industry. Having such a great potential to be self-sufficient with dairy production  Yet the country produces only 20% of the requirement’s of milk and related products. The rest of the market requirements is directly imported from several other countries. The average production of milk being 1litre per cow per day which is not viable at all to rear cattle for business purposes.  
  
Even though  the member farmers of Cher-Cher-Oda Bultum produces coffee as a major crop. On the other hand  the proposed dairy investment is equally important and viable. The project site is called Goda hora and has a considerable cattle population though it has not been developed as a commercial industry up until now. The climatic factors are highly favorably for cattle. Animal feeds are available and pasture land irrigations for animal feeds is possible. The limitation for the industry before 2 years was the unavailability of high productive cows tolerant to temperate humid conditions. To overcome the limitation  the union has been hybridizing 207 offspring’s of Holestain and Borena. These amount is planned to increase to 1000 milking cows in 2019 with an accompanying milk processing plant establishment at the union site. The objective of the project is dairy business development  in which case the Union is planning to improve the income from members' milk production by collecting and processing the milk and selling it in nearby and distant urban markets. The followings are the main project activities that is going to be done during 2017
Sourcing (Dairy Product)- Stalkholder worshope
   Conduct financial management trainings
   Participation in governance coaching track
   Conduct peach tree training and follow ups
   Participation in governance coaching track
    Conduct Contract farming Training
   Agripooler animal feed management practices
   Experience sharing visit to Mama and ADAA dairy farm
Amélioration de la capacité de production du maïs jaune pour une mise en marché collective Not available
Increasing the credit portfolio through organisational strengthening COOPEC Impamba is a SACCO of approximately 15 000 rice farmers in the Southern Province of Rwanda. Agriterra has been supporting the rice union UCORIBU since 2016 and based on the ambitions of the union  Agriterra decided to assess COOPEC Impamba to become a client. Impamba is a successful SACCO which has entered the growth stage of its development trajectory  but this growth could be accelerated if the SACCO could strengthen its internal capital position  its savings  its credit product portfolio and its internal procedures. By supporting Impamba in this trajectory  external financing will be easier accessible for the SACCO. We aim to support COOPEC Impamba to increase its credit portfolio  so that more members can be served. In order to make this possible  Rwandan bank regulations require the bank to increase its assets and savings position. Agriterra will support the COOPEC in understanding the current situation and to develop and implement a strategy to reach this objective. Develop a SMART business plan for new branches of Kibirizi (Nyanza) and Muganza (Huye)CA meetings about COOPEC revenue model analysisSpecial AGM to discuss new proposed improved revenue model of the COOPECAnnouncements of new revenue model and updated loan and saving policies Agrifinance capacity building: product development customized to member needsInternal capitalisation workshop
HortInvest Rwanda  "Investing in Horticultural Development in Rwanda" SNV Netherlands Development Organisation has formed a consortium with several partner organisations and proposes to support the Rwandan horticultural sector development. This document provides a detailed outline of the proposed objectives  strategy and implementation arrangements of the SNV-led consortium. The proposed “Investing in Horticultural Development in Rwanda” Project (hereafter: HortInvest) has been formulated after a detailed study of the needs  potentials and policies as well as consultations with key public and private stakeholders in the Rwandan horticultural sector.The partners in the SNV-led consortium are IDH the Sustainable Trade Initiative  Wageningen University  Research  Agriterra and Holland Greentech. Each partner has experience with the implementation of different projects and programmes in Rwanda and will contribute complementary expertise  networks and approaches to the HortInvest project. The individual roles and contributions by the respective partners and the proposed approach towards working with key stakeholders in the Rwandan horticultural sector are outlined in this proposal. The outcome of several consultations as well as the stakeholder workshops and meetings conducted in Rwanda in May and June 2017 at national and district-level are incorporated in the HortInvest project strategy and work plan. Agriterra has committed itself to strengthen the capacities of 40 horticulture cooperatives intensively through business advisory services related to activities set in cooperative action plans  in addition to providing minor support to 60 less developed cooperatives/informal groups with an aim of getting them registered or better organized. Funding
  of cooperative action plans
       Scoping
       Assessment
       Business advisory services
       Minor support services to informal groups and unselected   cooperatives
       International HortInvest consortium meetings
  
       Financial   record keeping for cooperatives workshop
       Agripool mission on good agricultural practices
Orange Knowledge Vietnam Program Project name: Enhancing performance of the horticultural sector in North/central Vietnam: educational  cooperative and value chain development Project duration: 1 January 2019 to 31 December 2021The project will build on the long tem partnerships between 4 Dutch consortium members and one Vietnamese partner. It will concentrate on enhancing performance of selected vegetable and fruit value chains in Northern Vietnam with gender  youth and minority focus: 1) enhance capacity of next generation wishing to work in horticulture and fruit production in any part of the value chain so that they can meet labour market requirements; and 2) enhance capacity of stakeholder already working in horticulture so that they can improve their performance at individual organizational and institutional levels and drive change to become more market-oriented at each step of the value chain.Agriterra is leading output 4 and output 5: To virtually establish Agri Cooperative  Hub to enhance capacity of horticultural cooperativesTo upgrade horticulture value chain 1. Promote agricultural growth 
2. Create ecologically sustainable food system
3. Water efficiency in agriculture increased     Contribute to end hunger  achieve food security and improved nutrition and promote sustainable agriculture (SDG 2) through the strengthening of capacity  knowledge and quality of individuals as well as organisations in the fields of Technical and Vocational Education and Training and Higher Education (TVET/HE) in OKP partner countries The goal will be achieved through the following outputs:
1. Curriculum and training material upgrade  interactive multi-disciplinary teaching approaches introduced at different levels of education
2. Capacity of lecturers and trainers at different levels of education
3. Innovation Center for Horticulture (physical) established as a spin-off business entity of VNUA to facilitate education/ private sector/ government/ research collaboration 
4. Agri Cooperative  Hub (virtual established) to enhance capacity of horticultural cooperatives
5. Selected horticultural chains more market-oriented and upgraded
6. Project activities embedded in local context consortium members long-term strategy with Vietnamese stakeholders enhanced
Devenir une COOPEC qui a un impact plus important sur les activités commerciales de ses membres La COOPEC OBUGUMA est une coopérative d’épargne et crédit qui offrant à ses membres les services d’épargne de crédit de formation ainsi que de transfert des fonds pour les initiatives féminines regroupées ensembles dans l’agriculture et le petit commerce. Ayant le monopole du service d’épargne et de crédit en faveur de ses membres Obuguma a fait de succès depuis sa création en 2009. Ses membres accèdent au crédit par groupe solidaire car ne disposent pas de garantie matérielle à déposer à Obuguma en guise de l’obtention dudit crédit.
Obuguma dispose de 3 316 membres physiques (159 effectifs et 3 186 auxiliaires) avec environs $ 45 000 logés dans la banque TMB à Bukavu. Ses membres sont essentiellement composés des Agriculteurs regroupés dans diverses filières agricoles éleveurs pêcheurs armateurs agents de l’Etat enseignants et petits commerçants. La COOPEC a un monopole qui lui permet de se confirmer dans le domaine d’octroi de petits crédits à ses membres ainsi que la facilitation de transfert de fonds. Actuellement la demande étant plus élevée Obuguma connaît de sérieuses difficultés auxquelles elle ne sait pas faire face. Son enveloppe lui permet de répondre à environ ¼ de la demande qu’elle enregistre pour chaque trimestre et ceux qui bénéficient de ses prêts n’obtient pas la totalité du montant demandé (parfois la moitié ou le tiers de la demande). Obuguma dispose de 159 membres effectifs et 3 186 membres auxiliaires avec environs $ 45 000 logés dans la banque TMB à Bukavu. L'objectif de ce projet est de renforcer la base des adhérents de la COOPEC pour davantage réagir sur les demandes de credit des clients. Agriterra a convenu avec Obuguma de lui appuie dans le renforcement de la capitalisation interne. Le montant des membres effectifs est très limité et par conséquent le capital propre de la COOPEC est petite. Avant de commencer de chercher pour une institution financière qui peut offrir une ligne de crédit afin de pouvoir répondre de manière raisonnable aux demandes exprimées par ses membres la COOPEC doit renforcer ses capitaux propres. Afin d’être éligible pour les institutions financières les états financiers doivent être audité et les affaires interne doivent être automatisé avec un nouveau logiciel comptable spécifique pour les COOPECs: ABCPRO. Puis Obuguma va étudier le principe de crédit au warrantage et analyser la situation de la gestion des risques.
Establishing semi refinery edible oil plant Haragu multipurpose Farmers? cooperative union was established in 2001 in Guduru district in Kombolcha town. The union located 275 km away from the capital city Addis Ababa to the west and 67 km from zonal town Shambu. The union is operating in four districts namely Abay chomen  Ababo Guduru  Guduru and Jima Rare. The union founded by ten primary cooperatives with initial capital of 120 000 Birr and by individual farmers of 7196 (6 784-male and 412-female). The union have been working with Agiterra since 2015  and bring remarkable changes specially to engage in Niger Seed Agro-processing able to mobilize 4.5-million-birr internal capital for establishing Niger seed edible oil semi refinery plant  engaged in seed multiplication business and solve the seed shortage in the working area of the union  improve the agronomical practice of the members and enhance the product and productivity  increasing their members from 57 to 66 etc. The 2018 AP will be focused on the following specific objectives Establishing semi refinery edible oil plant The 2018 AP will be focused on the following specific objectives
Mobilizing 5 million ETB internal equity for realizing of semi refinery edible oil pantEstablishing the Niger seed edible oil processing plant Well materialized the Peachtree software and digitalizing the financial management system of the union and                 Strengthen the supply chain of Niger seed and designing output marketing modality
COVID-19 Support Hours Ghana Agriterra aims to distinguish itself from other donor organisations by supporting our clients with useful business advice during the COVID-19 Crisis. This support aims to;a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer to peer learning. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer2peer learningProject Purpose:How can Agriterra properly and effectively advise and guide our clients during the COVID-19 Crisis? Can Agriterra distinguish itself from other donor organisations with ad-hoc business advice? Agriterra aims so support the continuation of food production and the continuation of cooperatives themselves during the crisis. Awareness Creation for ClientsHelp Desk Service/Online Platform/’Workplace for Clients’Webinars with Agripoolers/Local BA’s
South Sudan cooperatives development program In het kader van Top-Up professionals development program
Vers une coopérative indépendante et autonome au service des membres Lexecution de ce projet va permettre a la cooperative dameacute;liorer son bilan de la sante financiere et la transparence de la coopeacute;rative. Amahoro est une coopeacute;rative des cultivateurs de pomme de terre au Burundi qui a eacute;teacute; enregistreacute; en 2016 comme coopeacute;rative  mais a eacute;teacute; actif deacute;jagrave; depuis 2011. Elle est une coopeacute;rative des producteurs de pomme de terre sous deux volets : multiplication des semences et production de pomme de terre de consommation. La coopeacute;rative AMAHORO a 210 membres dont 67 femmes  qui sont en 21 groupements vivant sur les collines de la zone Rugazi de la commune KABARORE. Au niveau de la gouvernance  la mise en place dune unite de gestion  des outils de gestion    le renforcement des capacites des membres du CA   CS  et du personnel en   Gestion des cooperatives  Gestion Financieres des cooperatives et en  Gouvernance aura une valeur ajoutee pour la sante ginanciere et la sante de   la gouvernance de la cooperative The main objective of the project is to improve the financial health and strengthern the Governance of the cooperative. Indeed the Amahoro cooperative has to increase the members participation  to improve its professionalisme and  transparency  The main objective of the project is to improve the financial health and strengthern the Governance of the cooperative. Indeed the Amahoro cooperative has to increase the members participation  to improve its professionalisme and transparency. 1. Améliorer les états financiers 2016  2017 2018 et établir  le bilan et les états financiers 20192. Établir le plan d'affaires sur 5 ans et le plan stratégique sur 03 ans3.améliorer le système d'information  de conservation et de communication  dans l’Intérêt des membresaméliorer les stratégies de conscientisation aux membres pour améliorer la participation dans la coopérative5. Améliorer la productivité   la qualité et la disponibilité des semences pendant la période creuse de semences (Janvier-Février)6. Faire enregistrer les parcelles baties et non baties de la cooperative aupres des services de titre fonciers.7.Faciliter l'acces aux intratnts pour les membres par l'installation de deux points de vente dans les collines.
Élargir le succès de 2017 à propos la commercialisation du café de la CPNCK et l'organisation interne. La CPNCK travaille avec Agriterra depuis 2016. En 2017 la CPNCK a recruté un nouveau comptable et la coopérative a vendu un conteneur du café vert K4 à Tropicore et 40 sacs de café vert à TSU  les deux partiellement grace à les interventions d'Agriterra. Pour 2018 l'organisation a besoin de plus renforcer les démarches internes au niveau de la gouvernance et gestion financière  mais aussi de renforcer sa position sur la marché internationale pour atteindre un taille des affaires de deux conteneurs de café vert. Pour 2018  les grandes ambitions pour la CPNCK sont de renforcer sa base des adhérents  d'obtenir des certificats biologique et commerce équitable  d'améliorer sa gestion financière et de vendre 2 conteneurs du café vert. La CPNCK va se focaliser sur les activitées suivantes avec l'appui d'Agirerra:
       Actualiser   le tableau avec des organisations financières
       Fidéliser les organisations financières spécifiées et contacter   les nouveaux
       Actualiser le tableau avec des acheteurs potentiels (connu et   nouveau)
       Contacter les acheteurs spécifiés
       Formation sur la qualité du café au micro station de lavage
       Enregistrement au Cadastre et taxation
       Competition inter-sections de lavage de café  cupping sur chaque   café des sections
       Audit externe 2017 avec les frais d'Agriterra specificié +   présentation à l'AG
Expandiendo la planta de alimento balanceado II El Plan de Accioacute;n 2020 sigue la liacute;nea continuista del Plan de Accioacute;n 2019  impulsando la finalizacioacute;n de aquellas actividades inconclusas para reforzar la estrategia de crecimiento de ADA definidas en su plan estrateacute;gico a largo plazo. Por ello  dentro de las actividades locales ADA realizaraacute; los tres estudios complementarios al disentilde;o arquitectoacute;nico de las nuevas oficinas y laboratorios (obra civil  hidrosanitario y eleacute;ctrico) que quedaron pendientes de 2019. Pero como la inversioacute;n prevista para las nuevas oficinas (+ USD 1 milloacute;n) no puede financiarse con la actual estructura financiera de ADA  la asociacioacute;n seguiraacute; reforzando su estrategia de crecimiento mediante el aumento de su representatividad medida a traveacute;s del nuacute;mero de asociados y la recaudacioacute;n de aportes  asiacute; como daraacute; un nuevo impulso a la inversioacute;n en la expansioacute;n de la planta con la obtencioacute;n de financiacioacute;n y el inicio de la construccioacute;n. Los servicios de Agriterra vendraacute;n a reforzar esta trayectoria de inversioacute;n con la asesoriacute;a de un agripool local para apoyar las mejoras en gestioacute;n y el disentilde;o de expansioacute;n de la planta  asiacute; como los diacute;as de asesores de Agriterra que se enfocaraacute;n en apoyar la revisioacute;n del plan de inversioacute;n y la buacute;squeda de entidades financieras que quieran apoyar dicha inversioacute;n. Con mayores ingresos por aportes de asociados y por la actividad de una planta con mayor capacidad de acopio y procesamiento  quizaacute; en 2021 se podriacute;a empezar a pensar en invertir en la nueva sede de ADA. Obtener la financiacioacute;n bancaria necesaria y realizar la expansioacute;n de la planta extrusioacute;n de soya integral para aves de ADA. Actividades del proyectoP. 1 Obtención de  financiación bancaria para la expansión de la planta de extrusión de soyaP. 2 Inicio obras de construcción para la expansión de la planta de extrusión de soyaP. 3 Incremento del número de asociados y la recaudación por aportesP. 4 Estudio complementario de cálculo estructural para las nuevas oficinas y laboratorios de ADAP.5 Estudio complementario eléctrico para las nuevas oficinas y laboratorios de ADAP.6 Estudio complementario hidrosanitario para las nuevas oficinas y laboratorios de ADAServicios de AgriterraAsesoríaA.1 Asesoría agripool en gestión de plantas de alimento animalA.2 Días de trabajo de asesores de Agriterra
Increasing productivity and profitability of dairy business Shree Dumarwana Milk Producer Cooperative Limited (SDMPCL) was established in 1996. The cooperative does the function of collection of milk (around 8.500 liter per day  planning to increase to 10.000 liter per day by the end of 2018) and also do the function of credit and saving services from its 1995-member farmer households. The cooperative does chilling of milk and supplies bulk quantity to other dairy processors in and around Kathmandu and process in small volume to produce and market pasteurized milk  yogurt  soft cheese  ghee and ice-cream. Agriterra is partnering with SDMPCL since 2016 with a goal to increase the profitability of dairy business so as to provide good price to members milk. The cooperative realized that 1/3rd of its profit comes from retail sales after the market assessment conducted with Agriterra. The goal of increasing productivity and profitability of dairy business will be achieved through 1) Investing in new dairy plant with the support from government fund (Nrs 8.700.000)  2) Increasing sales and marketing of the processed dairy products from 800 to 2.300 lit/day  3) Developing Strategic and Business Plan of the cooperative  4) Developing Business Plan for Commercial farmers  and 5) Establishing a feed factory in order to provide quality feed against affordable prices to the members. The
goal of SDMPCL is to increase profit of the dairy business which ultimately
provides good price for the milk produced by its member farmers. The cooperative is building a new dairy processing factory for the sustainable business. They realized the profit coming from retail supply of milk is very high compared to other business. This year they are more focused on retail sales where they put the target sales of 2300 lit/day. Marketing promotion and hiring of marketing manager will support in increase retail sales. Furthermore  the business plan will support in making good plan to achieve the targets.
Moreover  the cooperative is also concentrated on consistent or increase supply of milk from the farmers. The Agripool assignment will support the producer farmers in producing more milk in efficient way. Follow up of the farm activities can be done by the extension worker to make to more efficient.