devinitorg/iati-policy-markers huggingface dataset:
Scopings  assessments and audit services in Vietnam in 2020 Scopings  assessments and audit services in Vietnam in 2020 Mapping of potential new clients  the assessment of potential new clients and conducting audit services for clients in Vietnam in 2020 In 2020  with objectives of serving more cooperatives and increasing number of beneficiary farmers and enhance our client portfolio  Agriterra Vietnam is looking for potential cooperatives to become clients  we are planning to conduct around 20 scoping in Thai Nguyen  Nam Dinh  Hai Duong  Bac Ninh  Thanh Hoa  Dak Lak  Ben Tre  Tra Vinh and Ca Mau. As the consequence  5 cooperative assessment will also be organised to acquire 5 new clients. In addition  to provide an overall understanding of the Basic Online Marketing for the cooperative  a training will be provided to our clients. Furthermore  Agriterra Vietnam also clearly recognizes the need and opportunity for climate smart cooperatives in Vietnam  it acts as pilot country to develop the cooperative assessment service provision of Agriterra towards cooperatives. Assignment on climate clever cooperative with objective to develop strategy  tools amp; products will be implemented.
Vers la professionnalisation  Phase 2. COOPAMAK is one of the five rice project cooperatives carried out in partnership with Bralima and Agriterra. 2019 was the first year of partnership with Agriterra and from this partnership COOPAMAK benefited from the support-advice of Agriterra through its Business Advisors and multiple trainings notably in the following fields: cooperative management (my.coop 1 and 2)  governance and financial management. However  towards the path of professionalization  much remains to be done  namely making the organs of COOPAMAK painfully functional  improving the keeping of accounts  including young people and women in its organs. This is what this project will entail. The first objective of COOPAMAK remains the delivery of the entire quantity assigned to it in the delivery plan to Bralima  ie 360 tonnes for the year 2020. The second objective remains the professionalization of its activity. Organiser un audit des états financiers de 2019 Organisation des rencontres entre les membres des organes (CA  CS et AG)Installation des champs écoles paysans Suivre l'adoption de la GIFS dans les champs des membres. Restitution des formations sur la gestion financière  gestion de la coopérative  gouvernance avec les agents et autres membres de la coopérative. Organiser des rencontres d'affaires sur le contrat Bralima au début pour fixer les objectifs et à la fin des livraison pour l'évaluation du niveau de réalisation de ces derniers Sensibilisation des jeunes à intégrer les organes de la coopération et tenir les rencontres avec les membres des organes puis revisiter les textes afin de rendre cette intégration légale
Programme closing and opening DGIS General activity description text Objectives for the activity Statement of groups targeted to benefit
Scoping  assessments and coaching 2018 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 for 2018 is .... scopings  and .... company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda. 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 for 2018 is .... scopings and .... company assessments. Furthermore this project is also for more overall and combined meetings for example the yearly joint client meeting we have in Uganda.
LPCU- Effective Lobby and Member Services Lusaka Province Cooperative Union Limited (LPCU Ltd) was established in 1980 under the Cooperative Act which is an Act of parliament. The purpose was intervening in the Marketing challenges that farmers faced in accessing farming inputs and selling their produce. Thus  guided by the Cooperative Principles  Lusaka Province Cooperative Union values its membership and would like to witness a Cooperative Movement built on principles and values. The board has 9 positions of which currently only 8 are filled.The total number of staff stands currently at 7 persons  and the trend is a decreasing number of staff. Main reason for that is that all businesses are going down and the union cannot afford to retain all staff. Food Reserve Agency (FRA) and Farmer input Support Programme (FISP) programme were stopped by the government  which was a main source of income in the past. The Union is not marketing and storing grains anymore  as this was an activity they did on behalf of the FRA  which is about to stop. Also input The major goal is to have all 7 districts develop a lobby agenda and feed into the overall provincial lobby agenda.   Do more member consultation in all the 7 districts and come up with members needs assessments and feed this plan to the provincial needs assessment Plan The following BHAG was formulated:“A well reputable union  leading by example in cooperative governance and providing sustainable services to its business oriented members  using effective lobby and communication”.                              Project planOutput 1: Effective Marketing and Extension services to Farmers in order to increase production and Improved record keeping in order to make profit at farm level     Expected Result 1: Improved record keeping in DCUs and at farmer levelStrategic Plan with concrete goals  timelines and budget is definedKey Activities:Coaching in Financial Management and book keeping at DCU Level.Expected Result 2: Increase Financial Transparency and ReportingStrategic financial planning for investments in infrastructure and access to working capitalKey Activities:- Advice missions and coaching on financial management.- Advice missions and coaching on member mobilisation- Advice mission on inclusion of females on the boardOutput 2: Increased market access for cooperatives and increased added valueKey Activities:- Female leadership Training- Designing and implementing of promotion strategies.- Advice missions on business planning.Expected resultsWomen and youth increase their participation on governing bodies
Business development of CDWA in sunflower production Chipata District Women Association  (CDWA) was registered in 1993 with the aim of empowering rural women through improved agriculture techniques  crop diversification  capacity building in Human rights  gender and improved income generating activities. CDWA has 4.052 registered members  representing 10 area associations and 249 groups. Majority are female members. Main goal of CDWA is to (economically) empower rural women through improvement of livelihoods and human rights and legal aid programs. The organization is engaged in services and lobbying activities in the subjects of: - support of sustainable agriculture for poverty reduction and food security.- processing of cooking oil from sunflower and groundnuts grown by the members  which is sold in the communities - capacity development of the members for effective running of the families and the organization.                                                                                                                                                   CDWA is supported by USADF in improving the sunflower oil business. Agriterra sees a complementary role to this in order to support CDWA in achieving their main BHAG  2022: 6250 members are engaged in entrepreneurial sunflower production  supply this to CDWA for processing resulting in a vibrant economic activity and income for the members. This will achieved through effective services to members in return for secured supply of sunflower. Objectives for 2018 are:
- Improved financial management and governance of the CDWA- Improved production of sunflower (10%) at the level of lead farmers- Roll out of improved production methods to eager members (at least reach out to 600 active members in 2018) resulting into 10% more supply to CDWA The major focus in 2018 will be:- Improved financial management and governance of the CDWA through conducting a training- Improved production of sunflower (10%) at the level of lead farmers through farmer field schools- Roll out of improved production methods to eager members (at least reach out to 600 active members in 2018) resulting into 10% more supply to CDWA
Strengthening (financial) management and efficiency services Dien Quang Cooperative (DQC) was founded in 1978 and currently has 2.152 members. At the start of the cooperative  there were 3.541 members. Each member has to buy one share (1.000.000 VND) when entering as a member. The total farmland area farmed by DQC’s members is 700 hectares: 160 ha is used for growing rice  and 540 ha for growing vegetable (chili  soybean  corn and watermelon). The average farm size is 500 m2 (per person). Farmers also raise cows (slaughtered for meat).
The main challenges for DQC are: farmers do not really feel involved in the cooperative financial tools to analyse the provided services is limited  and management is unable to find stable markets for the products of the members. 
Based on the findings  Agriterra has presented an overview of the activities to be carried out in 2016. 
The following activities have been agreed upon for the 1st semester of 2016:• Financial manager assisted in developing tool to collect relevant management information• Support improving efficiency slaughterhouse• Management training about efficiency and effectiveness on basis new financial management tool.
Depending on progress  following activies in the 2nd semester of 2016: • Business development planning• Training in marketing skills• Studying involvement of youth (e.g. youth council)• Developing SOPs (Standard Operational Procedures) Strenghtening (financial) management and services cooperative Project plan 2018: Project plan for DQC in 2018 include 4 areas:1. Business activities focus on peanut oil production and sales     a. Support to increase efficiency of peanut oil production    b. Support marketing and sales 2. HR management: Support to implement succession plan recommended by HR mission carried out in 20173. Member database: updating member database with the use of different services 4. Member commitment: rolling out MyCoop for members   Project plan 2016: Based on the findings  Agriterra has presented an overview of the activities to be carried out in 2016.
The following activities have been agreed upon for the 1st semester of 2016:• Financial manager assisted in developing tool to collect relevant management information• Support improving efficiency slaughterhouse• Management training about efficiency and effectiveness on basis new financial management tool.
Depending on progress  following activies in the 2nd semester of 2016: • Business development planning• Training in marketing skills• Studying involvement of youth (e.g. youth council)• Developing SOPs (Standard Operational Procedures))
iniciando procesos de industrialización de jengibre organico y mejorando sistemas contables ACOPAGRO es una cooperativa líder en la producción de cacao   tanto a nivel nacional como internacional y es cliente de Agriterra desde el 2016. Durante el 2019   esta organización ha cumplido a cabalidad con todas la actividades planificadas para el año  eso significa que participaron en 2 talleres  uno de Marketing y otros de gestión financiera básica; asi mismo  como resultado de estos talleres se realizaron 2 atividades concretas  un estudio de mercado para el jengibre y una gira nacional a zonas productoras y procesadoras de kion  con la finalidad de conocer de primera fuente toda la cadena de valor y hacer los contactos necesarios para posteriormente hacer réplicas en la zona de acción de Acopagro con su objetivo principal de diversificacion de cultivos. Por otro lado  también participaron de una gira internacional a la cooperativa de cacao el CEIBO en Bolivia  el objetivo conocer toda la cadena de valor del cacao   ya que esta cooperativa llega hasta la fase de producción del chocolate ( producto final).   Finalmente  con el apoyo de Agriterra  también se ha financiado la elaboración de planos para construir 2 plantas agroindustrailes en un terrenos de 2Hás muy bien conectado vialmente que es propiedad de ACOPAGRO desde hace 6 años  a apartir de aqui se desea contar con 2 plantas   una con doble propósito  procesar ( corte  lavado y empacado) de jengibre y de limón; la segunda planta sería un aserradero de madera que se sembró ( mas de 3 millones de arboles) con el apoyo del BID.Para el 2020  en el marco del COVID19  se ha visto por conveniente ampliar el apoyo a esta organización con dos actividades especificas  una es mejorar su software contable con la incluisión de un modulo especial para créditos y cobranzas para los socios productores de cacao y jengibre y complementariamente la segunda actividad es  la adquisión de una máquina para lavar el jengibre  dando continuidad al proyecto de agroindustrialización iniciado el 2019 A.1Businessasesor empresarialel cliente participa  en 2 servicios o consultorias.Junio-diciembre 2020A.2ProductionAdquission de maquina de lavar jengibre para planta agroindustria- Covid19un informe de la consultoria/ actividadAgosto- Octubre 2020A.3Financial managementImplementación de software contable para inlcir modulo de creditos y cobranzas a socios.un informe de la consultoria/ actividadJulio- Octubre 2020
Jobs Jobs Jobs Burkina Faso Agriterra mettra en œuvre son approche Jobs  Jobs  Jobs dans les pays africains  à savoir le Burundi  D.R. Congo  Éthiopie  Rwanda  Soudan du Sud  Ouganda et Zambie. Ce programme est une approche nouvelle promue  par Agriterra pour continuer a soutenir la développement et la professionnalisation des coopératives mais aussi pour faire la promotion de la création d’emplois au profit de jeunes professionnels. Cette approche  permet a des jeunes ambitieux et passionnés du monde agricole d’acquérir de l’expérience spécifiques dans les domaines de la gestion d’entreprise agricoles aux cotés des coopératives qui elles sont orientées dans un processus d’organisation  de développement et de professionnalisation. Agriterra cofinancera les coûts salariaux des coopératives inscrites au programme et guidera le jeune professionnel et la coopérative dans l'élaboration  la mise en œuvre et l'évaluation du plan de développement personnel du jeune professionnel.AU Burkina Faso  Agriterra travaille déjà avec deux coopératives partenaires dans deux chaines de valeurs différentes. Agriterra ambitionne élargir son portfolio avec d’autres coopératives dans plusieurs chaines de valeurs tel que les fruits et légumes (mangues  karité  cajou  oignons  les céréales (maize  sorgho  riz). Les deux coopératives partenaires actuelles d’Agriterra ont manifesté le besoin de se faire faire accompagné avec le recrutement de jeunes professionnels.ce porgramme pourrait etre couvert aux nouvelles cooperatives partenaires de Agriterra au burkina Faso en fonction de leur besoin. -Mettre en ouevre le programme Job au burkina Faso a travers la creation d'emploi pour les jeunes demandeurs d'emploi professionnels qui correspondent aux exigences des coopératives.-Donner la possibilité aux jeunes ambitieux de batir une carriere professionnelle au sein des entreprises cooperatives- Accroître la participation des jeunes dans la gestion des coopératives-favoriser la professionnalisation des cooperatives partenaires- -Embaucher de jeunes professionnels pour les coopératives clientes d'agriterra  qui manifeste le besoin et la necessité sur la base du partage des coûts - Offrir différentes formations et ateliers basés sur la trajectoire developpement des jeunes;-Offri plusieur types de formations sur la base des besoins prioritaires de developpement des cooperatives
Making coffee business sustainable by adding value to the coffee produce through grading. For the last 8 years  Kasaali has been engaged in the coffee business to empowering farmers to produce good quality coffee  aggregate and sell it to the local market. Kasaali has 831 members in 76 farmer groups of around 10-12 farmers each. It was certified as a Small Farmer Organisation under international Fairtrade Standards in September 2019. Due to the lack of good marketing skills and marketing intelligence  the coffee sold by Kasaali has been limited to Kiboko (hulled coffee). Irrespective of the quality coffee that has been collected from members  the sales price for kiboko is much lower than graded or specialty coffee that is sold in the same market. In 2019 through the strategic plan session  Kasaali has been advised to shift from conventional coffee to graded coffee. Thus  necessary preparations have been made to shift to graded coffee. As the graded coffee market is new to Kasaali  a strategic partnership session will be facilitated with Kibinge (front runner in specialty coffee) to exchange knowledge  experience and temporarily use as a channel to access new markets. Enter into the graded market  by adding value to the coffee. In 2019 Kasaali has gone through BFM  BMT and other valuable trainings  in 2020 the Business Advisor will assure the implementation of the trainings and subsequent action plans. The objective of this action will focus on supporting Kasaali to be engage in the graded coffee business. This plan will assist in trading 80 MT of graded coffee.
Scopings and Assessments 2017: Vietnam 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.  

Agriterra has the ambition to quickly build up a client portfolio in Vietnam. Aim is to grow from 10 to 15 clients in 2017. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Indonesia 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.
Una industria moderna de chocolate para el mercado boliviano El Ceibo busca con este plan de acción dar continuidad al trabajo iniciado en el 2017 elaborando el diseño final de la planta de chocolate y derivados con un plan de inversion y fuentes de financiamiento. En 2017 se realizó  un diagnóstico de la industria actual de chocolate determinando los cuellos de botella y presentando una visión de futuro para una planta moderna. Asi mismo  se realizó un diagnóstico del personal de ventas buscando mecanismos para mejorar sus habilidades y principalmente contar con personal capacitado  y con protocolos de selección  contratación  capacitación y evalución. También se desarrolló una consultoría del sistema de distribución para el mercado nacional que necesita ponerse en práctica. En 2018 el trabajo se enforcará en contar con el diseño de una planta moderna y con un plan de inversión y de financiamiento. También se trabajará en el fortalecimiento interno  formando a los directivos en la toma de buenas decisiones. Se actualizarán los Estatutos (politicas de rotación del personal  edad de los hijos de los socios  participación de mujeres en la toma decisiones  producción minima de 10 qq). Se creará el departamento de recursos humanos para una mejor gestión del personal y se potenciará el área comercial con campañas de comunicación y estudios de mercado. Desarrollar un estudio a diseño final para la nueva planta industrial de procesamiento de cacao y derivados para iniciar la construcción a finales de 2018 o 2019. Dentro de los costos locales las acciones planificadas son:
Consultoría multidiciplinaria para el diseño de la nueva planta industrialPuesta en marcha de una  escuela de lideres con 4 módulosActualización de EstatutosDesarrollo del Manual de Funciones de Rercursos Humanos
Dentro de los servicios de Agriterra las acciones planificadas son:
Asesoría de recursos humanos Consultoria de campana publicitaria para posicionar la marca  El CeiboEstudiante en Prácticas - Asistencia a la puesta en marcha del sistema de distribución Participacion en taller de márketing (sujeto a financiación de terceros)Participacion en taller de manejo de registros de la parcela productivaViaje de estudio a Europa (sujeto a financiación de terceros)