devinitorg/iati-policy-markers huggingface dataset:
Cooperative Governance and Leadership Improvement Pingyang Mandarin Cooperative (hereinafter as “the coop”) was established in 2010 in Pingyang Village  Shimian County  Ya’an Prefecture  Sichuan Province. Back then  a lot of farmers were growing mandarins  a product of geographic indication  separately  so quality was poor  and price was low. At sight of this  Zhiwei Wang  a veteran with entrepreneurship  decided to organize growers together to develop mandarin industry  intending to increase income. The coop now has a total of 325 members  with a total size of 2250 mu mandarin farm (150 hectares). The coop wants to include all 5 500 mu in the near future (367 hectares).This specific variety of mandarins is a citrus fruit that can be best defined in Dutch as ‘handsinaasappel’ which is a type of orange that can be directly consumed and tasted slightly sweet/sour. This variety is by the government appointed regional species which grows best at altitudes from 800 to 1200. These mandarins are harvested during winter and spring (from February till the end of May)  which is different than most other varieties which are harvested late December.   The coop collects all products from members  sorts products  and sells products. The premium products are sold online  and majority sold offline to whole sellers. At the moment of the assessment a new warehouse was under construction. This new site of 9000 m2 will be used for sorting  waxing and store the mandarins. There will be eight cold stores in the warehouse. It will be operational in one month so the harvest of 2019 shall be processed there.The cooperative has a partnership with the Chinese Foundation for Poverty Alleviation (CFPA)  besides being a buyer with a social incentive  the CFPA has a long term partnership with the coop and helps them develop the infrastructure and marketing. They participate financially and different practical projects.The mission of the coop is to become the leader for mandarin industry of Shimian county. They do not have a formal strategy but they want to improve quality and attract new buyers.Shimian county is famous for its mandarins  everywhere in the surroundings there are mandarin orchards which makes it one of the main income sources in the county. The Pingyang coop is the biggest mandarin coop in Shimian.The main objective of the cooperative is to sell all of the products of the members for the best price to improve income. Services they offer are sorting  waxing and storing the mandarins of the members and non-members. Also the cooperative supplies technical support on growing mandarins for its members. The coop offers a input shop in which members can buy fertilizer and pesticide at a discount price. Strenthened governance and leadership Project plan for 2020 are as follows1.link to market2.share structure design3.incentives for management team4.lobby to government agencies
Improve Rice Production and Youth Involvement Lu Nge Ah Man cooperative is a primary cooperative and was established in 1976. The cooperative owns around 550 acres of land which they rent to members and partly (150 acres) used by themselves. The land has been given to the cooperative in 1976. The cooperative consist of 56 members. Membership is stable since the start. Besides the land the cooperative owns a rice mill (including drying machines)  machinery  trucks  combines. Besides the board members there are 16 staff members.   The added value for members is the use of the mill and the machinery  sharing knowledge about modern farming  credit service and trade (beans).Cooperative Scoping was done on 4th July 2019 and cooperative assessment was recommended. The cooperative wants support on how to involve youth in the board and also modernize the organization (supervisory board etc.). They also needs support on the (internal) capitalization of the cooperative for investments in modernising the equipment. Following points will be main focus for the first year.1.  Introduction of youth and how to achieve cooperation with other parties in agri business (farmers  millers tec.)2. Strategic plan  business plan for investments3. Finance  procedures must be there and followed  budget planning and cash flow forecast on BU level and total versus realization There are a lot of ideas for the coming years but they need to have proper strategy.  But the cooperative has ideas how to improve the business by modernising the machinery and the use of new farming technology. Because the cooperative has around 650 acres of land they are able to get long term loans from the government (only possible when you own at least 100 acres of land). The cooperative expects that in 2 till 3 years they are allowed to sell land. At this moment one acre of land is worth around $ 3.000. By selling some acres of land (small part) it must be possible to get more loans to invest in the cooperative. The cooperative is sustainable because of the fact that they own around 650 acres of land. The plans of the cooperative are realistic because they own a lot of land  so their own equity is very high (only land is worth around 2 million dollar). The biggest challenge for the cooperative to use the equipment and machinery efficiently to get the maximum profit. The cooperative wants more youth involvement in the board. They also wants to invest in new machinery and equipment. These plans are feasible  however a more efficient use of the machinery is needed in order to get the maximum profit. For rice milling  the over capacity in Pyu is a risk. To mitigate these risks more members are needed (or more clients). What they need is an overall (strategic) plan for the future. This plan must be made with the collaboration of the youth and Agriterra as it is their future.
Construcción de una Planta Propia La Cooperativa de Producción y Servicios Especiales de los Productores de Camélidos Andinos Ltda. – COOPECAN Perú coopera con Agriterra desde el año 2011  con la finalidad de lograr sus objetivos estratégicos de corto y largo plazo en aspectos comerciales  productivos y de responsabilidad social.  Ahora la Cooperativa cuente con una gestión moderna  eficaz y sostenible y desarrolla diferentes actividades  con la participación de sus socios y sus familias así como de su personal. 

Para el 2017 se planifica lograr los siguientes resultados: 
- Proyecto presentado a Fondo Verde para mejora de la producción primaria a través de la creación un fondo de crédito interno- 2 Informes de investigación a fin de incrementar la productividad en la producción primaria - 12 jóvenes capacitados y 4 de ellos incorporados en las diferentes actividades de Coopecan- 70 socios capacitados en gestión empresarial a nivel de la producción primaria (planificación  registros  costos) - Reglamento del fondo de capacitación y 10 personas capacitados en temas técnicos- Construcción de planta propia en proceso a través de obtener un crédito a largo plazo de US$ 1 200 000 Construcción de una Planta Propia - Elaboración de proyecto para mejora de la producción primaria a través de la creación un fondo de crédito interno para mejorar la infaestructura productiva (reservorio  riego  pastos)

- Estudios de investigación (uso de estiercol en la elaboración de bioles  comparación de pasto cultivado con pasto natural) a fin de incrementar la productividad en la producción primaria- Desarrollo del programa Pro Joven IV  a fin de continuar formando jóvenes que aseguren el futuro de la cooperativa- Capacitación a los socios en gestión empresarial a nivel de la producción primaria (planificación  registros  costos)- Capacitación del personal de areas de producción  mantenimiento  producción primaria  administración y ventas- Actualización del plan de negocios y estudios preliminares
Programa Finca Productiva Allima Cacao es una Cooperativa de productores de Chazuta compuesta por pequeños agricultores de entre 1 y 2 hectáreas de Cacao  en su mayoría indígenas que fueron plantadores de coca y se han reconvertido al cacao. Realiza asistencia técnica y capacitación a los productores y principalmente su actividad se centra en acopiar  fermentar  secar y vender cacao. Allima se ha desarrollado considerablemente desde 2015  en parte a la colaboración con Agriterra.Después de haber alcanzado un cierto nivel en negocios cooperativo  se decidió que 2020 es un buen año para entrarse en el extension de servicios a los socios agricultores y a la vez aumentar la lealtad de los socios. La mejor manera de hacerlo será explorada en el piloto Finca Productiva.En el piloto FincaProductiva  los socios de la cadena se unen  conectan y aprovechan la ultima tecnología como un medio para aumentar de manera sostenible la productividad  mejorar los servicios de extensión a los miembros y una mejor demostración del impacto para todos los interesados  a través de paquetes de servicios personalizados.Todos las actividades para 2020 están dedicadas a este piloto. Se hacen para crear un programa que sea adecuado para escalar a otras organizaciones  cultivos y regiones. Definir un paquete tecnoloacute;gico optimo para 10 productores socios Asesoriacute;aA.1BusinessAsesoria empresarialDiseno  implementacion y monitoreo del programa piloto finca productiva  mapeo de actores y establecer contactos  seleccion de un sofware adecuado para registro y monitoreo del programaene-dic 2020A.2Productionpracticante de HAS Universidad de HolandaMapeo de actores y establecer contactos  definir criterios de seleccion para el grupo piloto de maximo 10 productores socios (considerar mujeres y jovenes)  definir linea base de ellos y registrarlo  monitoreo en campo del programa finca productiva (analisis  definicion y costeo del paquete tecnologico  y desarrollo de los planes de produccion y cosecha)  apoyo y participacion en capacitaciones de manejo de registros  gestion de servicios  planificacion productiva y analisis financiera  cultura financiera  apoyo en el proceso de seleccion de un sofware adecuado para registro y monitoreo del programa.mar-ago 2020A.3ProductionExperto(s) en innovacion y tecnologia productiva en cacaoDefinicion del paquete tecnologico optimo por productor seleccionado para el programa finca productivamar-oct 2020Capacitacioacute;n T.1BusinessTalleres y capacitaciones en manejo de registros  gestion de servicios  planificacion productiva y analisis financiera  cultura financieraPlanes de produccioacute;n y cosecha elaborados para el grupo pilotomar-oct 2020Visita de intercambioC.1ProductionGira de estudio nacional enfocado en mejorar productividad en campoPropuestas concretas para mejorar productividad de los socios de Allima Cacaomar-oct 2020C.2ProductionGira de estudio internacional (ej. A Ghana o Costa de Marfil) para conocer tecnologia  inovacion e investigancion para mejorar productividad en campoPropuestas concretas para mejorar productividad de los socios de Allima Cacaomar-oct 2020
Organizando la prestación de servicios empresariales La Asociación de Productores de Oleaginosas y Trigo (ANAPO) representa a 8000 productores del departamento de Santa Cruz  de los cuales 2000 son activos. ANAPO es una organización reconocida y representativa del sector. Durante el 2015 Agriterra junto con ANAPO han realizado un análisis de la asociación concluyendo que a pesar de las fortalezas de la organización  existen algunas limitantes que hay que abordar  uno de ellos es la mejora de los servicios de ANAPO hacia sus filiales. Este aspecto pasa por fortalecer la gobernanza de las filiales  las cuales se encuentran en niveles organizacionales y de sostenibilidad muy bajos.El objetivo del plan de acción a realizar este 2016 es mejorar la capacidad organizacional institucional para promover el desarrollo empresarial de sus filiales y fortalecer la asistencia técnica orientada a mejorar los niveles de productividad del cultivo de soya de sus pequeños agricultores asociados.Algunos resultados que se obtendrán son:1. Se cuenta con un plan estratégico de ANAPO 2016-20202. Se define una alternativa económica para proyecto de inversión dentro de una de las filiales.3. Se mejorará la productividad de la soya a nivel de finca en un 7%  a través del fortalecimiento de los servicios de extensión y entrenamiento de los productores en temáticas tales como: buenas prácticas agrícolas sustentables  manejo y control de plagas en soya  elaboración y distribución de cartillas técnicas. Participaran en las actividades 6 filiales  de las cuales 3 son existentes (San Pedro  San Julián y Cuatro Cañadas) y 3 en proceso de creación (Okinawa  El Puente y Los Andes). 180 pequeños agricultores participarán directamente y 500 indirectos  de los cuales 20 % son mujeres. Mejorar las capacidades institucionales de ANAPO para promover el desarrollo empresarial de sus filiales y fortalecer la asistencia técnica orientada a mejorar la productividad. El objetivo de este plan de acción es mejorar las capacidades institucionales de ANAPO para promover el desarrollo empresarial de sus filiales y fortalecer la asistencia técnica orientada a mejorar la productividad. Este objetivo converge con los objetivos de Agriterra de mejorar los servicios que la organización brinda a sus socios  y la expansión del sistema de extensión Participaran en las actividades 6 filiales  de las cuales 3 son existentes (San Pedro  San Julián y Cuatro Cañadas) y 3 en proceso de creación (Okinawa  El Puente y Los Andes). 180 pequeños agricultores participarán directamente y 500 indirectos  de los cuales 20 % son mujeres.El presupuesto total es de 17640 euros de los cuales 5292 son aporte de ANAPO y 12348 de Agriterra. Dentro de los servicios de asesoría se organizará una gira de intercambio que estará relacionada a la alternativa económica para una de las filiales que es parte del plan de acción. Asesoría especializada en el tema será adquirida de expertos Agripooleres holandeses relacionados al tema.
Exploration and identification West Africa This project has been made for the scoping of Mali (and others) as a potential country for Agriterra.
Improving financial management and services to members <p>LDMPCUL is a Union of primary Dairy cooperatives in Lalitpur district. After the organisational assesment in March 2016  the organisation is accepted as a potential client of Agriterra. The BHAG of the organisation is to have its own  succesfull processing factory. This is a long term dream and there are several steps to be taken before that.</p>

<p>The mission team recommends to focus the proposed cooperation on: <br>- Identifying and framing the future direction of the federation based on few very clear strategic objectives and goals  by preparing a strategic plan<br>- Organisational strengthening of the union and its member cooperatives in terms of planning and control; financial management and governance. <br>- Improved and financially sustainable services for the members in order to be well prepared for the next (long term) step: starting a processing factory. Access to funds is not the main challenge  but rather to upgrade the milk production  member commitment and strong governance; and improved managerial and financial management skills.</p>



<p>Concrete proposed joint activities for the second half of 2016 are:<br>1. Participation in the financial management training organised by Agriterra (August 2016)<br>2. Prepare an action plan in this workshop and execute this plan  with the aim to further improve the financial management of the union but also to role out the knowledge to primary coops. <br>3. Prepare a strategic (3-5 years) and 1 year operational plan of the Union  with the option to work out the details of providing (financially) sustainable services to member. This is a process and requires the active input of Board and staff members  and validation with the members.<br>4. Based on the strategic plan  a concrete action plan can be prepared for cooperation with Agriterra.</p> <p>Goal for 2016: </p>

<p>- improve financial management of LDMPCU <br>- SMART strategic business plan for coming 2 years available in September 2016 and approved by BoD in October 2016</p><p>- Strengthen LDMPCUL&nbsp;and primary cooperatives capacity in managing agricultural cooperatives<br>- Sustainable services system aiming at improved production in place to be made operational in 2017</p>
Strengthen Human Resource Management of Ai Nghia Cooperative In 2018  ANC have elected new boards during the AGM and additional staffs was also recruited; It is good time for Ai Nghia to strengthen its HRM thus increasing farmer involvement in decision making (member council) and empower youth (succession plan amp; establishment of youth council/club).ANC have started its rice paper business since 2016 where a marketing plan was developed and many promotion activities was implemented and shown good start. However  the promotion and pricing policies still are showing alot of flaw and it could be improved to increase sale and revenue for the coop. A better focus on only quality marketing for Dai Loc rice paper is highly requested by the Coop.In 2019  alot of progress has been achieved by the marketing department of Ai Nghia. The sale of rice paper have reached 10Ton and margin increased significantly from VND17 000/kg to VND34 000/kg. ANC is also be able to sale their product through some big supermarkets such as BigC  Vinmart. Nevertheless  rice paper has not been a profitable business for the coop  40% of production lost due to inconsistent ingridients and drying and packaging.  It is very importance to improve the quality of production for Dai Loc Rice Paper ensur positive income from this business. Additionally  sustainable service workshop improves production and productivity for ANC  enhancing farmer incomce and cooperative turnover. Standardise HRM that could improve the current and future business plan of ANC. Development of sussession planning and clear division of task and responsibilities.  Increase 20% sale and improve efficiency of promotion activities  pricing policies for Dai Loc rice paper  Setting up Youth Council / Youth Club. Empower and involvement of Youth in future business of ANC. Establishment structure and operation of Member Council - empower voice of farmers in the decision making Advisory Mission on Human resourse management
Focus on quality marketing of Dai Loc rice paper
Increase youth involvement in business of ANC  Strengthening governance
Improve  Board governance and Value chain analysis MAMCU  In short for Mtwara Masasi Cooperative Union  is located in Mtwara town  working in three Districts Newala and 6 Councils in Mtwara region  Tanzania and is active in the cashew nut industry. MAMCU functions as an overarching union for 154 AMCOS (Agricultural Marketing Cooperative Societies) members  which represent 46 200 individual members. All of these AMCOS are active members of the union.  For this project want to strength the board performance MAMCU's goal is to improve the capacity of board member and increase awareness of value chain of cashew nut  ultimately for can able to build and acquire loan for investments and increasing the benefits for the farmers. 2020: as second year  strategic plan is main issue and members affairs2019: as  first year of collaboration with Agriterra  MAMCU will attend training and two advice missions of preparation of Strategic Plan and VC.
Fortalecimiento de las bases cooperativas Se buscaraacute; lograr la mayor cantidad de mejoras en los aacute;mbitos financiero  comercial  social y de gestioacute;n.Para tales fines  se utilizaraacute;n dos talleres y una gira de estudios internacional que pueda ayudar a ampliar la visioacute;n de la organizacioacute;n y a consolidar el trabajo que haremos juntos durante el antilde;o  asiacute; como  los avances que ha logrado la cooperativa por propia cuenta en antilde;os anteriores.De igual modo  se mantendraacute; una asesoriacute;a constante que ayude a monitorear el cumplimiento de las metas propuestas en el proyecto  asiacute; como  promover el trabajo eficiente del equipo de gestioacute;n de la cooperativa.Finalmente  se apoyaraacute;n  econoacute;micamente  hasta tres actividades de seguimiento a los servicios que brinda Agriterra con el objetivo de ampliar el espectro de impacto y maximizar el nuacute;mero de beneficiarios de la organizacioacute;n. Focus on strengthening the six members of this second level cooperative  because they need to standardize each organisation in the same level in order to professionalize the business. Metas 2020:
Acopio: 1200 toneladas (800 orgaacute;nico y 400 convencional)
Comercial: 48 contenedores a los mismos clientes
Finanzas: 2 000 000.00 de las mismas financieras
Capitalizacioacute;n: Iniciar la sensibilizacioacute;n con 1 cooperativa socia (todos los socios). El piloto se iniciara con COOPACANP - Cordillera Azul
Agroindustria: Se buscaraacute; el apoyo de Innovate para el desarrollo de Paquetes tecnoloacute;gicos
Eficiencia: Reduccioacute;n de costos financieros y administrativos
RR. HH.: Fortalecer el equipo administrativo a traveacute;s de capacitaciones
Servicios a los socios: Capacitaciones en temas financieros y de gobernabilidad
Socios: Involucrar a una mayor cantidad de socios en las capacitaciones que se den en el 2020 y aumentar el volumen de produccioacute;n orgaacute;nica.
Crecimiento: Incremento del 1% en el monto facturado con relacioacute;n al 2019
Setting up a strong  business-minded and farmer-owned coconut cooperative Koperasi Produsen Mitra Kelaapa Pangandaran (KPMK) is a coconut cooperative based in Pangandaran region in West Java  Indonesia. 
The cooperative buys coconuts from their 42 members and non-members and processes it in a communal factory of equally owned by Cooperative Koperasi Mitra Malabar (KMM) and KPMK. The cooperative only started in 2016 and was officially registered end of 2016. In the factory the coconuts are split up in different parts which each are processed. The coconut can be regarded as a zero-waste product. The coconut will be used to produce: • Cocopeat• Desiccated coco• Coco juice• Charcoal• Oil
Currently also lemon grass soap is produced from the coconut oil. The factory also has an oil distiller to produce lemon grass essential oil. The most important thing for a cooperative  which is newly created  is to gain trust. This is only possible through clear and transparent communication. Any  even if it seems minor  issue can have big consequences in the future. It is important to set up a cooperative which is transparent  clear procedures  no double positions right from the start. 
The long term goal of the cooperative is to become the best (in quality  price) coconut collector for the farmers in Pangandaran As KPMK is a new cooperative  it is facing some challenges: • It is difficult to attract new members as the image of cooperatives is not good as well that friends and family support the cooperative which doesn’t give an independent image• Board members are not aware of their task and responsibilities  also bylaws are not drafted yet which could give them guidance• Not specified contract with business partner KMM  as it still contains gaps• Bookkeeping manually and very poor• KMM owns part of business activities together with KPMK  no clear border between KPMK cooperative and business.• Governance: enthusiastic board members working in the business but not governing the cooperative• High dependency on general manager• Division of profit: only 40% of the business is for members which should also be used for money to run cooperative  building up equity  profit sharing board  etc.
The most important thing for a cooperative  which is newly created  is to gain trust. This is only possible through clear and transparent communication. Any  even if it seems minor  issue can have big consequences in the future. It is important to set up a cooperative which is transparent  clear procedures  no double positions right from the start. 
The long term goal of the cooperative is to become the best (in quality  price) coconut collector for the farmers in Pangandaran 
To be able to turn the cooperative into a ‘real’ cooperative the following points should be followed:  
• Get experienced accountant to assist with bookkeeping• Get a simple bookkeeping system• Let supervisory board supervising and not work (staff)• Draft bylaws