devinitorg/iati-policy-markers huggingface dataset:
From Words to Deeds: Providing Tools for an Effective Engagement of Armed Non-State Actors to Improve Humanitarian Protection The project will examine the practice and interpretations of armed non-State actors with respect to the law of armed conflict and international human rights law. Through a comparative analysis of selected norms, it aims at generating a better understanding of their perspectives, inform humanitarian protection strategies and provide practical tools for humanitarian actors to enhance their engagement with armed non-State actors. 

While field research will be conducted in nine specific contexts (Afghanistan, Democratic Republic of the Congo, Lebanon, Mali, Myanmar, Occupied Palestinian Territories, the Philippines, Syria and Yemen), the findings of the project will have broader significance since many conflicts in the world involve armed non-State actors. 

In addition to a comprehensive comparative thematic analysis, a number of case studies, as well as practical guidelines for the humanitarian engagement of armed non-State actors will be published. These outputs will be distinctively relevant for: (i) humanitarian protection actors, including the partnering and supporting organisations (Geneva Call, the Norwegian Refugee Council and Diakonia); (ii) other actors that operate in conflict settings such as aid agencies; (iii) as well as academics, policy-makers and donors. Research and development activity contributing to the UK’s strategy to address key development challenges.
A sustainable re-construction method for seismic-prone heritage areas of India based on advanced recording technologies Project in earthquake prone regions of India focussing on change from disaster-response approaches to heritage management where policy is created post-catastrophe in an emergency context to an overall strategy in between and during disasters. SDG 11 Research and development activity contributing to the UK’s strategy to address key development challenges.
Build Back Better: a participatory approach to mapping, measuring and mobilising cultural heritage in Brazil's Iron Quadrangle This research addresses an acute threat to Brazilian cultural heritage from a predicted hazard that has been persistently raised as an urgent concern by a range of international scientific experts, local engineers and community activists. A pilot project will be undertaken within Brazil's Quadrilatero Ferrifero (Iron Quadrangle), a region of rich cultural, environmental and historical value but also the site of Brazil's largest iron ore reserves. The Iron Quadrangle includes two UNESCO World Heritage sites (Ouro Preto and Congonhas), five towns classified as Brazilian National Heritage sites, hundreds of listed monuments, unique archaeological sites and some of Brazil's significant indigenous rock paintings and ceramics. The gold, soapstone and vibrant pigments of the minerals of the Iron Quadrangle were transformed in the 17th and 18th centuries by sculptors, painters, craftworkers and engineers into architecture that represents the apotheosis of the Brazilian Baroque. The region's abundant immaterial culture is rooted in tastes, sounds, words, rhythms, dances, decorations and rituals that have been forged in contested histories and mined from Brazil's most vertiginous and verdant land. Yet the people, the outstanding natural environment and the rich cultural heritage are at imminent risk from catastrophic natural and humanitarian disaster resulting from industrial mining. Two major landslip and flood events between 2015-2019 resulted in the loss of almost 300 lives and wreaked environmental devastation along a 1000km watershed. Despite the unique cultural significance of Brazil's Iron Quadrangle, there has been no systematic research to measure the impact of recent disasters on the region's cultural heritage or on the lives of local communities. The project will pilot a community-based, collaborative approach to redressing the chronic lack of data in Brazil's current disaster response policy. In partnership with the Inhotim Institute (Latin America's largest outdoor art collection and one of Brazil's most prestigious contemporary art galleries), the research team will propose and test a method to train representatives from local arts and cultural organisations in methodologies that co-create inventories of cultural practices and assets. Using multi-disciplinary indicator tools to calibrate cultural value the research will examine what role cultural heritage can have as part of a process of transformation and regeneration. The project will establish Inhotim as a competence centre - 'hub' - for a community-based research strategy that values cultural heritage as a means of securing survival against future risks. A key aim of this project is to enhance cultural heritage's role in social agendas and influence decisions by policy makers by highlighting the measurable social, cultural and economic benefits of cultural assets and resources in dialogue with local communities, artists and cultural organisations. Research and development activity contributing to the UK’s strategy to address key development challenges.
One Wind Energy Plan Construct wind and hydroelectric generation site and transmission infrastructure to increase wind power capacity by 1,070 MW and extend rural electrification to 80,000 households in 24 isolated, vulnerable districts; 3.3 MtCO2e GHG saving expected
Clean and Efficient Energy Project To improve the capacity of ONEE to supply and dispatch clean 
electricity and to meet the demand of targeted customers more efficiently
ASIA - Lobby Agriterra is actively involved in the promotion of farmers’ organisations’ lobby and advocacy work in developing countries through its Farmers Advocacy Consultation Tool (FACT). One of Agriterra’s key objectives is to increase farmers’ influence towards key decision makers with respect to a better enabling environment for farmers to strengthen their position in the sector.
 
Agriterra is building the lobbying capacity of Federations and Unions in Asia using the FACT-methodology. Through the FACT-methodology  the capacity of these farmer organisations is strengthened to raise key lobbying issues to decision-makers in the interest of their members. Agriterra is building the lobbying capacity of Federations and Unions in Asia using the FACT-methodology. Through the FACT-methodology  the capacity of these farmer organisations is strengthened to raise key lobbying issues to decision-makers in the interest of their members.
Dairy Development Program FrieslandCampina: Farmer2Farmer project The world’s largest dairy cooperative  FrieslandCampina  wants to share its more than 130 years of knowledge and experience to increase the profitability of farms in its working area and to create shared value for the farmers and the company. The Dairy Development Program is part of the CSR house and has been implemented for external and internal reasons. External reasons are: pressure from governments to increase local supply  changing consumer preferences  increased competition and the route 2020 CSR policy  which calls for greater local involvement. Internal reasons are: compliance with FrieslandCampina quality standards  which calls for significant quality improvement. 
One element of the Dairy Development Program is the Farmer2Farmer project. A pool of 15 Dutch dairy farmers have been selected  trained and certified for the project  to train and advise dairy farmers in Asia (Vietnam  Indonesia  Malaysia and Thailand) on aspects of dairy farming  such as feeding and watering  calf-rearing  milking hygiene and practice  milking machine maintenance  hoof care and housing  barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries. This project is one element of the Agriterra - Royal FrieslandCampina partnership. The Farmer2Farmer program aims to train and advise dairy farmers in Asia (Vietnam  Indonesia  Malaysia and Thailand) and possibly Africa on aspects of dairy farming  such as feeding and watering  calf-rearing  milking hygiene and practice  milking machine maintenance  hoof care and housing  barn design. The main goal of the Farmer 2 Farmer program is to improve milk quality and increase milk production on farms in the Asian countries.
KUD Pringgodani transformation as part of developing rice sector in Central Java Province As Agriterra works closely together with the Ministry of Cooperatives in Indonesia  discussions have been ongoing about supporting cooperatives. As suggested by the Dinas Koperasi (Cooperative Bureau) Central Java Province  we were requested whether we could support with the transformation process of the KUDs in Central Java Province.
As part of the plan to develop the KUDs into farmer owned organisations which are well operating and economically successful  it was suggested to focus on the rice activities with the involved KUDs. Overall suggestion from Agriterra would be to restructure KUDs for them to be directly linked with the farmers and put any activity in a subsidiary PT (LLC) legal structure. This development was part of the discussions during the cooperative assessment. To transform KUD Pringgodani as par excellent example of fake/bogus cooperative that do not serve paddy farmers into an agricultural cooperative with rice producer as main business. Agriterra will conduct Contemporary Cooperative Workshop on 26-28 December 2017 to have common concept on the cooperative and the objective of the program. Agriterra will provides only the facilitators  while KUD Pringgodani will cover the cost of the participants  including venue and meals during the workshops.
In 2019  Agriterra will assist KUD Pringgodani to implement business plan to incorporate rice factory.We will coach KUD Pringgodani to re-register all of their member to differentiate between farmer and non farmer.
We plan to support Strategic Planning Workshop in May or July 2018  in order to help KUD Pringgodani focusing their business and resources.
Scoping  assessments and coaching 2017 Uganda Agriterra supports farmer-led businesses: companies where farmers are either directly or indirectly in control. This control is in place either because the business is a membership organisation or because agricultural organisations are the shareholders. These agribusinesses – usually cooperatives – become our clients because they know that Agriterra can make a contribution to their aim: a strong  competitive market position.
  

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. 
  

Clients who show little progress  have a vision that differs from Agriterra’s long-term view  show no genuine desire to professionalize the business  or prove resistant to change  perpetrate fraud or malpractice in financial management or suffer from serious governance issues that hamper proper business performance are reasons for an exit as Agriterra client. Besides that  a client can also exit for positive reasons such as having successfully implemented a business plan. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal 2017 is 10 scopings (including in East Uganda) and 4 company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.  2019: The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Uganda in order to keep the client portfolio at the same level and perhaps expand the client portfolio a little bit. Goal 2017 is 10 scopings (including in East Uganda) and 4 company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.
Finca de investigación para mejores calidades de café en taza La Cooperativa Cecafé tiene una Finca de 8 hectáreas dedicada a la investigación y desarrollo de plantones resistentes al cambio climático y que además  brindan una mejor calidad de café en taza  como por ejemplo  la variedad Marsellesa.
Dicha finca cuenta con un sistema de riego por goteo  un reservorio de agua propio y un invernadero. Convertirse en la cooperativa exportadora número 1 de la región y ofrecer variedades de café con una mejor calidad en taza. SN
   Tema
   Acción
   Resultados esperados
        
    
   Actividades del proyecto
    
       P.1
   Organisational   Development
   Elaboración   de un MOF y un ROF
   Obtener   un MOF y ROF
       P.2
   Business
   Intercambio   con Cooperativa Sol  Café para capacitar directivos en temas de control   de Capitalización interna y Créditos internos
   10   directivos y/o socios capacitados en el tema
       P.3
   Business
   Bajada   a bases para sensibilizar a los socios en temas de capitalización interna
   240   socios sensibilizados en el tema
       P.4
   Production
   Elaborar   un Plan de servicios productivos (plántulas y semillas de café)
   Obtener   un Plan de servicios productivos
       P.5
   Governance
   Sistematizar   un Plan de comunicación oportuno y relevante con toda la información de la   Cooperativa
   Entregar   información a los socios trimestralmente mediante bajadas a bases
       P.6
   Organisational   Development
   Crear   e implementar un programa de beneficios sociales
   Tener   un programa de beneficios sociales monitoreado y eficiente
       P.7
   Financial   management
   Desarrollar   e implementar un Manual de procedimientos administrativos y financieros.
   Tener   un Manual aprobado por el Consejo de administración
Improved high quality service capacity leading cooperative and collective economy development in Dak Lak Based on cooperation report and recommendation of advisers in 2018  DLCA should continue to improve the availability and quality of existing services (public services with government budget) to be capable to provide services tailor made paid by its members (credit and savings  accounting and finance management  marketing/market matching  governance....) through implementation of Strategic Business plan of Cooperative consulting center; Rolling out My.coop and Financial Management training  business plan  ....; implementation of Dak Lak Cooperative Development Plan (DLCDP) to realize its BHAG of DLCA role and position in leading cooperative and collective economy development  in Dak Lak and Central highland Region Improve the availability and quality of existing services (public services with government budget) to be capable to provide services tailor made paid by its members (credit and savings  accounting and finance management  marketing/market matching  governance....) through implementation of Strategic Business plan of Cooperative consulting center; Rolling out My.coop and Financial Management training  business plan  .... to realize its BHAG of leading cooperative and collective economy development  in Dak Lak and Central highland Region   
  Improve the leading role and position of DLCA in collective economy and cooperative development sector in Dak Lak through Dak Lak Cooperative Development Plan 2018-2020 implementation with other stakeholders Project plan 2019:1. follow up  action plan of mission 10715 "Strategic business  plan of Cooperative Consulting Center under DLCA"2. follow-up action plan of Mission 8829 "Cooperative Development Plan of Dak Lak" 3. follow-up action plan of mission in A14. Advisory mission: Business management of a non-profit cooperative alliance/association self-finance and meet all its members' needs5. training events: Training course on Contemporary  Cooperatives Workshop and Training course on basic MarketingProject plan 2020:1. follow up  action plan of mission 10715 "Strategic business  plan of Cooperative Consulting Center under DLCA". The action plan of business plan 2019 of cooperative consulting center will be improved and implemented successfully2. Improve the capacity of DLCA to be able to provide public services and protection and development for cooperatives including "Cooperative Development Plan of Dak Lak"3. follow-up action plan of mission in A1. The action plan after the mission will be implemented to support the DLCA step by step to grow self-finance and serve all its member's needs4. 01 Advisory Mission5. 01 Training event
Efficient and effective operations with emphasis towards milk processing Lelan Highland Dairies is a milk intake public company fully owned by farmers. The company is situated in West Pokot County  Lelan division  in a rugged landscape  about 25 Kms off Kitale-Kapenguria road  62Kms from Kitale and 109Kms from Eldoret. Lelan has 10 collection sites where by more than 3 collection sites are under zone manager. The company recorded average daily collections of 14 000kg of milk in 2017. It has a total registered membership of 5 579 and 4 000 active members. IIdeally with the new managent  Lelan envisages improving efficiency and operations within the entire organisation. In 2018  the core strategy for Lelan dairies is to increase milk production at the farm level and increase intakes from 14 000kg/day to 16 000kg/day  reduce seasonal milk volatility and thus build the fundaments for an eventual value addition in 2020. Ideally with the new managent  Lelan envisages improving efficiency and operations within the entire organisation.      In 2019  LHD seeks to raise 5M worth of shares towards establishment of a processing plant  purchase a tanker truck  and further stabilize and increase milk volumes with an average target of 18 000kg/day from 14 000kg/day in 2018. In 2019  The project targets,
Workshop   for 10 new lead farmers with extension staffQuarterly forum with Extension staff and management to discuss   progress of extension services (Record keeping  Services plan  extension   approaches  targets and working relationships)  Follow-up Record keeping training  Develop a strategy for share    contributions and discuss plan for investment on a collection tanker Implementation of marketing plan for pasteurised milk  Development of Youth Council by-laws and eventually its   registration  Acquire and manage a 10 acre land on Boma Rhodes grass  Establish Agrovets in all the sitesExchange visit to BAMSCOS   Cooperative Governance Training for combined board and   management staff
Increasing productivity and creating visibility of Tarakwo's milki product Tarakwo Dairies Company Limited formerly known as Taragoon Dairies was registered as a self-help group and thereafter converted to a public company on 22nd February 2010. Tarakwo is located in Bayete Trading Centre Off Eldoret-Nakuru Highway and Tarakwo Division. In 2017 the average production for Tarakwo was 8 400 ltrs per day while the target for this year 10 000 ltrs per day. Trakwo processes 3 500ltrs of milk which sold in 5 different Milk ATMs distributed in Eldoret town. They intend to add 5 more ATMs in order to increase the milk sold directly from 3500ltrs to min of 6 000ltrs. Tarakwo has 4.300 registered members from whom 1.200 are active. They target to increase the active members to 1500 by the end of this year. Tarakwo has an extension department comprising of 3 extension staff has has an agrovet store at the plant and also provides A.I services to its members. This year the focus of contract between agriterra and Tarakwo will be increasing the production of milk from 8400 LTRS to 10 000 ltrs through targeted support towards extension and creating more visibilty of their newly branded milki product. - Increase production from 8400ltrs per day to 10 000 ltrs per day.
- Increase processed milk from 3500ltrs/day to min of 6 000ltrs per day
- Increase active membership from 1200 to 1500 members - Branding of ATM machines truck and shop
- Launching the Milki brand
- Sustainable services workshop
- Exchange visit to Ndumberi
Consolidation towards dairy processing IAKIB is a dairy cooperative  officially registered in 2011  but started informally as an association of dairy farmers in 2003. IAKIB aims to increase the production of high quality milk  improve breeds of dairy cows  provide outstanding services to members and reduce poverty by improving the livelihoods of the producers engaged in dairy production.
IAKIB had a membership base of 704 members and 7 000 milk supplying non-members. During 2017  June to July the cooperative has organized mobilization events to recruit new members and approximately 5775 farmers have committed themselves to join the cooperative. By the end of October 2017 1 600 farmers had completed the payment of the new share value which was reduced from 300 000 Rwf to 50 000 Rwf to attract more farmers while other dairy farmers are also paying in installments. Working towards dairy processing IAKIB has the ambition to start milk processing activities in a joint venture with Blessed Dairies and possibly with other actors in milk collection in the district. Agriterra and IAKIB have agreed to include the preparatory activities of this business plan in the action plan of 2018 in addition to activities related to the strengthening of the internal organisation.
Custard Apple Association: Moving from an association to a cooperative model <p>Dong Trieu Custard Apple association has a membership of 200 custard apple growers in the 3 communes covered. The total number of custard apple growers in Dong Trieu district is of 2000. The current members are having orchards totalling 162 ha. Yields are 8-10 tons per hectare. Potential supply is ca. 1200 - 1600 ton/ year.</p>

<p>The association intends to increase the membership in the coming years. But first wants to strengthen the organization and create more awareness about what it means to work together in an association.</p>



<p>The association is not an appropriate legal entity for collective marketing  neither for internal capitalization. A cooperative structure is needed to raise share capital (as is being done in the early lychee cooperative in Uong Bi). The organisation follows the legal requirements for associations. The board has capacity but needs more business and governance skills.</p> <p>Increase awareness of market for custard apples and knowledge on cooperative model</p> <p>Proposal 2016: <br>1. Awareness raising about added value and the role of the association as compared to the added value and role of a cooperative.<br>2. Awareness raising of cost price including record keeping of production costs.<br>3. Participate in chain analysis for Custard Apples in Quang Ninh Province.<br>4. Exchange visits to cooperatives that have started with collective marketing.<br>5. Participate in development of a model for the association as service provider for coops.</p>
Efficient Milling and Marketing of coffee MCCMMCU was set up in 2014 and since then  they are yet to break-even owing to smaller margins associated with their operations and moreso the model of their business. This project therefore  seeks to professionalize the existing management structures  strengthen governance and improve financial management to support the milling and marketing of up-to 35000 bags of parchment coffee. The main goal of the project is to professionalize MCCMCU by setting up strong management structures through improved governance and financial management.