devinitorg/iati-policy-markers huggingface dataset:
Diversificando cultivos y modernizando el proceso de secado artificial de cacao. Durante el 2017 Acopagro ha dado importantes pasos en diferentes areas  por ejemplo en el lado comercial ha logrado comprometer mas de 6000 TM de cacao para diferentes mercados internacionales  superando su meta (5500 Tm). Por otro lado  los estudios de mercado encargados para madera  y citricos   han contribuido para tomar decisiones de entrar a comercializar la naranja que producen el 60% de los socios  sobre todo para controlar el precio de venta cuando es temporada baja. Finalmente  por el lado de gobernanza también se observan importantes avances como su acuerdo de fijar un porcentaje de los ingresos de los socios para capitalizar a la cooperativa. Todo este desarrollo nos lleva a la siguiente fase  una vez conseguido el mercado hay necesidad de asegurar producción en campo y su calidad  para ello se piensa implementar hornos de secado con energia artificial. Asi mismo  hay necesidad de seguir trabajando para fortalecer la gobernanza y mejorar las capacidades de gestión de los trabajadores. 1.- Implementar un nuevo almacén de cacao 
mas amplio y que cumpla con condiciones técnicas que aseguren la buena calidad
de éste.
2.- Definición del tipo de tecnología y
equipos de secado artificial que aseguren volumenes procesados de acuerdo a la
demanda   garantizando tiempos de entrega y calidad.
3.- Staff con mayores capadidades de gestión
y liderazgo.
4.- Socios con mayor conocimiento sobre el
cooperativismo  y su compromiso como tal. overnance
   
      Capacitación a directivos y delegados en   roles y funciones  cooperativismo  y gestion empresarial de una cooperativa.
   
      1 Taller de 2 dias de duración. Informe   de la consultoria.
   
      Mayo 2018
   
          Governance
   
      Evaluación de la capacitación 1     profundización de los temas que mas lo requieren y capacitación en   habilidades directivas y liderazgo.
   
      1 Taller de 2 dias de duración. Informe   de la consultoria.
   
      Setiembre 2018
   
          Governance
   
      Taller para técnicos y personal de cargos   medios en temas de gestión empresarial y liderazgo.
   
      1 Taller de 2 dias de duración. Informe   de la consultoria.
   
      Marzo 2018
   
          Business
   
      Estudio de evaluación sobre secadores   artificiales de cacao  analisis comparativo de   mínimo 3 sistemas   de secado  incluye costos y análisis financiero.
   
      Informe estudio compartivos de sistemas   de secado aritificial
   
      Febrero-Marzo 2018
   
          Business
   
      2 Pasantias de técnicos y directivos a   Ecuador y República Dominicana para ver experiencias exitosas en secado   artificial.( 4 participantes por pasantía)
   
      Informes de pasantías.
   
      Abril 2018   
   
          Governance
   
      Pasantia a 3 cooperativas en la región de   San Martín  para conocer experiencias de gestión empresarial. Duración de 2   días. Participan 25 personas (20 directivos y delegados) mas 5 trabajadores.
Making farmer-led potato business profitable The project will be implemented by KDPGCUL in  Uganda in 2020.  Agriterra will provide advisory services related to the Good Agricultural practices (GAP) on potato growing   business development and good financial management practices. The project goals for 2020 include:Increased practical knowledge on potato growing to membersHave active amp; vibrate collection centersAudit reportHave active amp; vibrate committeesIncreased knowledge on how to minimize post-harvest losesMarket information shared with membersImproved knowledge on potato growingPeriodic reporting amp; monitoringImproved governance practices  Improved services to membersImproved services to members In 2020  the plan is to work on the following:Project Activities:Set demosOperationalization of potato collection centersPerform annual auditTraining committees about their roles and responsibilitiesOnsite  training on potato growing and post-harvest handlingFacilitate the information search and  access to marketServices AdviceGood Agricultural practices (GAP) on potato growingFollow-up on received BFM trainingFollow-up on received governance trainingEvent: Training  My.Coop 3 amp; 4 (1st grp)My.Coop 3 amp; 4 (2nd grp)
Sustainable market for members through value addition of Lentil Barek Aleltu Farmers’ cooperative union is found in Norther Shoa and Special zone of Oromia Regional state in Sendafa town which is 40 Km from the capital city of Addis Ababa. The union was established in 2002 by 7 primary cooperatives that had a total individual member of 8162 (Male=7123 and Female=1039) in two districts with the capital of 177 000 ETB. The union was established to solve the members common socio-economic problems that cannot be addressed by primary cooperatives. Currently the union covering 4 districts  namely Barak  Alaltu  Kinbibit and Abichu districts and the numbers of primary cooperatives increasing to 60 with individual members of 51805 (Male=46 039 and Female=5766). Moreover  the capital of the union is growing to 25 million ETB. The agro-ecology of the union is highland and mid-highland. The major crop grown in the area are wheat  teff  lentil  barely  bean  fab bean  chickpea. The area is very suitable to animal husbandry and availability of abundant grazing land. The union have a linkage with consumers cooperatives in Addis Ababa and university to supply farmers produces for feed. Currently the union have 42 employees  out of this 31 are constant staff (male 24 and Wome:7) and 12 temporary staff. The union aim to establish Lentil seed processing factory and upscaling the animal feed processing to engaged in animal husbandry. Agriterra can contribute for the realization of smoking chimney of lentil processing factory via internal capitalization at union levels and also capacitating the skill and knowledge of employee and also digitalizing the financial management system of the union. Engage in Lentil value addition and increasing the income of members The 2018 AP will focused on the following objectives:1.  Creating at least one market linkage with international buyers 2. Developing the organizational structure of the union and 4 PCs for export readiness 3. Digitalis the financial management system of the union by adopting Peach-tree software 4. Develop the supply chain modality for exporting coffee in attractive manner
Establishing Niger seed edible oil refinery plant <p>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. In the operational area of the union major crops like maize  sesame  Niger  wheat and teff are produced by small holder farmers?. The union was founded to solve economic and social problems of the members by efficient utilization of resources and improve the living standard of members by creating better market opportunity for farmers produces and supplying agricultural input and better technology that can increase production and productivity and value addition on farmers produces. 
  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 number of primary cooperatives joining this union  capital and the portfolio of the business has been increasing from time to time. Currently the capital of the union is grown to 15 million ETB and the members’ cooperatives reach 67 and having a total individual farmer of 39 030 farmers (30 260 male and 8770 female). The union has been working with Agriterra since 2015 and remarkable success have been achieved. Some of the achievements are; the union step to engaged in agro-processing of semi refinery Niger seed oil plant  the PCs start to hire professional experts to diversify their business ambition  boosting the output marketing  the relation of the PCs and union and individual members are improved via different training. The union start mobilizing the internal capital and build trust and sense of ownership with members  the individual members fetch hire price for their produce etc.&nbsp;</p> <p>In 2017 the action plans have been developed for 4 PCs in addition to the union to realize the union's business ambition. In 2017 the main target is to engage in agro-processing (by establishing a semi refinery edible oil plant).&nbsp;&nbsp;&nbsp; &nbsp; &nbsp; &nbsp;</p> <p>The&nbsp;following is the main focus to be achieved: &nbsp;</p>
<ul><li>Import the Niger seed edible oil refinery plant machinery
</li><li>Professionalizing major Niger seed producers’ PCs and improving their business dynamic&nbsp;
</li><li>Mobilizing 3 million ETB and realization of the investment plant&nbsp;
</li><li>Setup the human resource manual and guided professionally&nbsp;
</li><li>Increasing the output marketing and purchase 35 000 quintal maize  6000 Niger seed  5700 quintals of different crop&nbsp;
</li><li>Improving the financial management system of the union &nbsp; &nbsp;&nbsp;</li></ul>
Effective lobby and advocacy to attract investments for agricultural cooperatives Nepal Agricultural Cooperative Central Federation (NACCFL) is a central level umbrella organization of Small Farmer Agricultural Cooperatives (SFACLs) and Agricultural Cooperatives. NACCFL has a project contract with Agriterra to strengthen two aspects of NACCFL: (financially) sustainable service provision and effective lobby and advocacy support in 2016. NACCFL also maintained the record of member cooperatives. NACCFL and its member organizations have used the methodology of FACT to write SMART proposal  and policy lobbying and advocacy. The result of the interventions was quite positive. NACCFL succeeded to attract grant from Government and provided inputs in the policy. To maintain the momentum achieved during 2016  there is need of continuation program in FACT. 

For 2017  the collaboration of Agriterra and NACCFL focus on roll out  coaching and effective use of FACT methodology in the policy lobbying and advocacy. Agriterra will introduce the concept of youth council and governance training to NACCFL and other clients.  The expected outcomes are NACCFL and member organizations developed the lobby and advocacy skills  and have access to government and donor grant. NACCFL properly utilized the information of member database for policy lobbying and advocacy Developed the lobby and advocacy skills  and have access to government and donor grant. In 2017  Agriterra mainly focus on supporting NACCFL on effective policy lobbying and advocacy. NACCFL with their members have reaped the benefit of using FACT methodology to access the grants and influence in policy advocacy in last year.  Government of Nepal and donor organizations value inputs from NACCFL in making strategic decision  policy making and budget related to agriculture and cooperatives sector. Strengthening capacity of NACCFL in policy lobbying and advocacy will support to access that unspent budget of government and favorable policy change. This will benefit large number of farmers in Nepal.
Agriterra and NACCFL will do regular monitoring and coaching in the FACT trajectory and ensure the implementation of action plans made during the FACT workshop. The mid term evaluation will be done by Agriterra based upon the indicators set in the action plan. Agriterra will revise the action plans if needed.
  

In 2016  Agriterra has developed 16 local trainers for conducting the roll out of FACT training. In one roll out training  Agriterra will provide one resource person and NACCFL will do remaining 2 training by own resource person.
  
During policy lobbying and advocacy  NACCFL will give priority of gender and youth involvement in agricultural sector. As cross cutting issues of the project  Agriterra also focus on governance and youth council with NACCFL.
Chinsali District Farmer Assocation <p>Partnership between CDRA and Agriterra started in 2013. After shift in Agriterra’s approach of having a business advisor based in Zambia  he conducted an organisation assessment to better understand the performance and proposed way forward of the partnership. The organization assessment report is available in which joint activities and objectives have been elaborated.</p>
<p>Having been dependent on Agriterra funding since 2013  CDRA now needs to transition into a more financially independent association. Financial independence was already identified as a key point of improvement in the Financial Health Check of 2015  when it was recommended to elaborate a scenario if Agriterra would pull out. Now that Agriterra is reducing funding  such a plan is very timely en necessary.<br>CDRA has business ideas that are credible in boosting financial sustainability in future  but the organization needs guidance on how to achieve its objectives in such a more business-oriented fashion for instance in terms of marketing rice and facilitating access to credit. CDRA is open to facilitate cooperation in the regional context with IDRA and other associations nearby as it has done in the past through exchange visits. Seed production  milling and collective marketing are areas that could be taken up jointly in the region.</p> <p>increased production by members  improved marketing and increased financial sustainability of CDRA.</p> <p>Activities in action plan:</p>
<p>1.1 Improved service provision structure to members; action plan available plus financial projections</p>
<p>1.2 Continuation of 32 demonstration plots </p>
<p>1.3 Provide extension services that are financially sustainable  by ensuring that members who receive extension services market their rice through CDRA</p>
<p>2.1 Governance Training</p>
<p>2.2 Elaborate new CDRA Strategic Plan incl. marketing plan and financial forecast to become more financially independent.</p>
<p>2.3 Enhance financial sustainability of CDRA through internal capitalisation and paid membership services; show added value of CDRA to realize a higher percentage of paid-up members</p>
<p>2.4 Elaborate business plan for rice mill (possibly in collaboration with IDRA)</p>
<p>2.5 Member meeting to explain what services CDRA provides to its members (and what not)</p>
<p>2.6 Facilitation of monthly board meetings</p>
<p>3.1 In-house Basic financial management training – (together with IDRA)</p>
<p>3.2 Financial management / governance training for SACCOs</p>
<p>4.1 Workshop Record keeping and services for members (together with IDRA)</p>
Assignments and services - non-FCS DGIS funds under this project  assignments and activities funded by other donors than DGIS Farmers in Common Sense programme will be registered. Team World aims to provide paid services and play key role in acquisuiting and fundraising. Looking at the nature of these funds  a plan can not be made yet. Team World has team members flexible to conduct these assignment and will coordinate and include BAs from other team if needed for these assignmets. As part of the coordination role of Team World  a fundraising policy and lobby plan per stakeholder will be elaborated.
Establish Advocacy and Lobby Unit (ALU) for income generation and lobby. Nepal Agricultural Cooperative Central Federation Limited (NACCFL) is a   central level umbrella organization of Small Farmer Agricultural Cooperatives   (SFACLs) and Agricultural Cooperatives. Besides its regular activities  it has also been supporting technically and through lobby for its member cooperatives for accessing grants from different stakeholders. In 2017  the collaboration of Agriterra and NACCFL focus on roll out  coaching and effective use of FACT methodology in the policy lobbying and advocacy. Furthermore  Agriterra  introduced the concept of youth council and governance training to NACCFL . As an output NACCFL and member organizations developed the lobby and advocacy skills  and have access to more government and donor grants. And has formalized electronic database which has supported in formalizing policy and lobby.  NACCFL has been taking lead role in implementing FACT tools in Nepal and was able to realize NPR 42.5 million from ministry in 2017. The goal of this project is :
Generate income for NACCFL by providing services (proposal writing  lobbying) to member cooperatives through its Advocacy and Lobby Unit (ALU)Create favorable environment for cooperatives by submitting advocacy/policy paper and lobbying to the government authority on the issues of cooperatives. This project aims  strengthen the lobby and advocacy capacity of NACCFL through developing a self-sustaining service unit within NACCFL  that particularly provides support to its members on lobby and advocacy through proposal writing and policy advocacy based on the FACT methodology. NACCFL has planned to establish Advocacy and Lobby Unit (ALU)  the unit will support SFACLs to develop grant proposals in response to different calls and also lobby for the grants  and lobby with governement/development authorities to create enabling environment by changing policies in favour of agriculture cooperative. This unit will constitute of 4 experts and also work in close collaboration with government agencies and development organizations. From the service  this unit will charge nominal fees which will ultimately help it to be self-sustained. Through this unit and project  at least proposals worth NRS 200 million will be applied to different donors/stakeholders. Out of which at least 40 percent (or proposals worth NRS 80 million) will be successful till July  2020.
Assisting Rukiga Sacco to get to the next level. Rukiga Savings and Credit Scheme Cooperative Society (RSACCO) is a member based  member founded  member owned financial institution and is duly registered as a cooperative Society under the 1991 Co-operative Act. It was started 2002 but formalized in 2003 with the registrar of co-operatives. The founding process was led by father Gaetano with an intention of eradicating poverty among the residents of Rukiga County. The Sacco has 9 300 members  1 main office and 5 branches in Rukiga County.
Rukiga SACCO render financial services to their members  mainly farmers. Wherea sthe SACCO and its branches are all located in the Rukiga County  services are also given to people who come from the neighboring districts of Ntungamo and Rukungiri  and from the other sub counties of Kabale district.
Conclusion from the company assessment is that Rukiga Sacco is already on a good level and has a strong position in this region  but to bring the Sacco to the next level  action on certain topics is required. 
Agriterra can support Rukiga Sacco by giving trainings to staff / BoD and supporting the Sacco in making strategic decisions. Rukiga Sacco can also benefit from sharing experiences with other SACCOs and vice versa.
2016 will be the year of reorganizing internally to handle the growth is the main goal this year. For example hiring an internal auditor to reduce the risks. Goals 2016
Making a bankable business planBenchmarking with other Sacco'sDeveloping KPI dashboardInduction of an internal auditor
  Goals 2017
Getting a loan to increase the business  to be able to meet the increased demand for loans from members
Improving HR  to profesionalize the business
Setting up youth councils  to increase youth involvement
Support the community in setting up non financial cooperatives 

  Goals 2018- The project will focus on strengthening migration to electronic banking processes  right from boosting networks at Branch level and members adapting to electronic loan applications. Strengthening Human resources function by mentoring one officer to take on this task.   
1. Have one staff take up the role as HR Officer being mentored for one year. 
2. At least 20% of loan application done electronically Conclusion from the company assessment is that Rukiga Sacco is already on a good level and has a strong position in this region  but to bring the Sacco to the next level  action on certain topics is required. 
Agriterra can support Rukiga Sacco by giving trainings to staff / BoD and supporting the Sacco in making strategic decisions. Rukiga Sacco can also benefit from sharing experiences with other SACCOs and vice versa.
2016 will be the year of reorganizing internally to handle the growth is the main goal this year. For example hiring an internal auditor to reduce the risks.
In 2018 the project will focus on strengthening migration to electronic banking processes  right from boosting networks at Branch level and members adapting to electronic loan applications. Strengthening Human resources function by mentoring one officer to take on this task.
Development of farmer-owned and business-minded coconut cooperative in Pangandaran  West Java <p>The project aims to develop KPMK Pangandaran  a small coconut cooperative located in Pangandaran  West Java  Indonesia into a farmer-owned and business minded cooperative. The cooperative currently still functions in a very traditional way and relies mainly on donor support. The long term goals are to ensure the growth of the cooperative in terms of members and members internal capital as well the setting up of an integrated coconut factory which produces coconut into various coconut added-value products.</p> NULL <p>In the first year Agriterra will support the the following activities:</p><p>1. Financial audit</p><p>2. Setting up a bookkeeping system&nbsp;</p><p>3. Training on contemporary cooperative model</p><p>4. Development of integrated coconut factory business plan</p><p>In the second year and onwards  Agriterra plans to further develop the governance and financial management of KPMK as well identifying farmers who are willing to invest in the set-up of the factory.</p>
Expansión empresarial y mejoras en el sistema financiero El año 2020 es un año muy importante para ANAPQUI y se debe especialmente a algunos cambios que se han realizado en el personal clave de la Asociación  sino también debido a las grandes inversiones que ha realizado la Asociación en año 2019 para incrementar la producción. Mejorar el modelo de gestion financiera de la AsociaciónDesarrollar el Plan de bioinsumos y técnicos de Proquinat capacitados en el temaDesarrollar un Plan para el Departamento Comercial  mejorando su funcionamiento y nivel de eficienciaCon el taller de Gobernanza  fortalecer las capacidades de gestion de los directivos de ANAPQUI Servicios de AgriterraAsesoríaA.1 Consultoría en Estados FinancierosA.2 Consultoría para la producciónA.3 Asesoría Agripool expert en diseño y eficiencia del departamento comercialA.4 Asesoría en GobernanzaA.4 Asesoría Empresarial Agriterra