devinitorg/iati-policy-markers huggingface dataset:
Upgrade Ford cooperative on first stage development Ford Mandarin Cooperative (hereinafter as “the coop”) was established in 2016. It locates in Linjiang County of Kaizhou District  Chongqing. About 317km north of Chongqing. The coop organizes the members to planting mandarin with special variety.by now  the mandarins are still growing. At the beginning of September 2016  a total of 1397 households in the village invested 3000 mu of land and Cash shares reached 1.4 million RMB. Around 96% households has shares in the cooperative.
Since Agriterra is during the transformation  we have turn our head into a big version to agriculture industry in certain district. Chongqing is one city with different kind of citrus fruit especial in north part near the Yangzi river including Kaizhou. In last September  we have done scoping to this coop and found that the mandarin they grow is popular in the market and there are many other coops in this District growing the same kind of citrus. They have somehow the same kind of puzzle during their grow. 
so we decide to choose 4-6 citrus cooperative in the same district to give guidance  on their development. 1. improve the planting technical of the citrus 
2. cooperative management structure 
3.financial management
4.marketing structure and strategic plan The purpose of this project is to upgrade the ford cooperative when they still in the starting phase by following steps and activities.
step 1: profit making to maintain member commitment 
- technical training/marketing plan/market-linkage
step 2: internal capitalization to improve the financial sustainability and further development
- Internal palatalization workshop and plan/ basic and strategical financial management training
step 3: strategic plan for 4 years to improve the comprehensiveness of the cooperative
- strategic plan/business plan/value chain analysis
Improving Peanut Oil Production The cooperative (TCS) is Township Level cooperative society that is the second level from the bottom. It is like a group of primary cooperative societies. TCS consist of 247 primary cooperatives in the region. The first registration was in 1971  a new registration has been done in 1992 (according to the cooperative society law 1992 that had been acted in 1992).On 21 of January 2019 and April 2019  scooping and cooperative assessment has been done. TCS offers a lot of service for members and non-members. Most important services are Micro Finance and peanut oil processing. TCS wants to improve internal capitalization in order to make the necessary investments. For this  they need a vision and strategic plan. To get good foundation governance must improve on transparency  youth involvement etc.The following steps have to be made during the first yearbull; Key issues for support are in order of importance:1.Governance (roles and competencies needed)  responsibilities of staff and board2. Finance  procedures must be there and followed  budget planning and cash flow forecast on BU level and total3.Strategic plan TCS has too many plans for the future. There is no focus and decision making can be improved. TCS wants to invest not only in the oil processing to get Food and Drug Administration Certification but also in other services. The plans for the oil processing are realistic  however  they must think how they can enter the market for the premium oil (market investigation  marketing plan).  But in practice at first  they must build a strong fundament of the organization. Governance is weak especially roles and responsibilities are not clear. The board must change from management to a controlling body and act more on strategy development and decision making. The main challenge is that the board has a different role than the management.Second is finance which has to be computerized. Already at the start  Agriterra can give support on making a realistic business plan for the peanut oil. But the first focus must be governance and finance. In the coming years  attention must be paid on strategic and business planning and marketing. An action plan is needed to improve the internal control of the board and finance. Also  procedures  job descriptions etc.  have to be written down.
Towards sustainable member services Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010  CTCF has developed into a cooperation with 98 member coops (representing 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2017 will have an evaluative character. Having worked together for 5 years  it is time to evaluate and see if continuation of cooperation in the future is required and what this cooperation should be focussing on (which business case/BHAG to be realized). Apart from evaluative activities  the Action Plan will bring specific focus towards youth involvement in CTCF and its members. This Action Plan will also assist CTCF in testing paid service provision to its members through having them pay for the Agriterra Basic FMT. CTCF provides various services to its members cooperatives. Having a cash crop commodity with potential for exporting  Focus of collaboration will be on providing marketing support services to its members in a financially sustainable way. This means that members will gradually pay for the services provided out of their improved tea business. FACT methodologies will be further incorportated in the way of working of CTCF and its members  with focus on marketing support and marketing related services. Agriterra and CTCF have been cooperating on different fields since 2012. From its inception in 2010  CTCF has developed into a cooperation with 98 member coops (representing 6000 tea farmers) with a combined market share of 25% in the orthodox tea in Nepal. CTCF has become a strong and well known federation both internally as well as in the field of lobby and advocacy and service provision to its members. The cooperation between Agriterra and CTCF in 2017 will have an evaluative character. Having worked together for 5 years  it is time to evaluate and see if continuation of cooperation in the future is required and what this cooperation should be focussing on (which business case/BHAG to be realized). Apart from evaluative activities  the Action Plan will bring specific focus towards youth involvement in CTCF and its members. This Action Plan will also assist CTCF in testing paid service provision to its members through having them pay for the Agriterra Basic FMT.
Revitalization towards sustainability After the crisis that INGABO Syndicate has encountered in 2014  the syndicate looks towards regaining the powerful position in strengthening the cassava value chain.  the services offered by Agriterra to Ingabo within 2017 were mainly focused on the capacity building for the syndicate to deliver again its services related to technical assistance to the farmers . for this year   the partnership will focus more on business development and positioning again the syndicate to fulfill its advocacy mission. Business development and positioning the syndicate to fulfill its advocacy mission. The activities planned in 2018 are mainly meant to continue the trajectory that Agriterra   Ingabo and other stakeholders have promoted towards the revitalization of Ingabo syndicate
Governance improvement to boost its business. The coop wants to increase the number of members using their services  strengthen the relationship between the coop and its members and have more market-linked contracts. In the future they want to be able to sell 100% of the product for all their members. But currently the coop is facing with cooperative management (long-term business strategy and governace) to boost its business and services.  This project aims to strengthen the cooperative staff and members of professional to boost its business. This project aims to strengthen the cooperative staff and members of professional to boost its business. Quang Tho 2 cooperative (QTCO) is multi-service agriculture cooperative with 604 members focusing on centella and rice production. The ambition of the cooperative is a new Coop model  which focus fully on the service of its members. The goal is to increase the income of the members and the staff  in order to improve the life quality.This year the coop is focusing on:Value creator and business strategic planningMaketingMycoop trainingICTs application trainingFinancial management
Renforcement du marketing de la coopérative Au cours de l'année 2018  la coopérative Kawa Kabuya s'est engagée à amorcer le processus de certification du facé et accroitre son niveau de business. La coopérative a alors procéder à la codification des membres pour préparer les isnpections. Pour des raisons indépendantes de la  CKK  l'inspection n'a pas été faite et le certificat pas délivré. Pour cette année 2019  la CKK désire continuer avec les démarches de certification  étendre son business en améliorant le marketing. Elle va par ailleurs se focaliser sur l'amélioration des pratiques de production. La coopérative désire améliorer son marketing en fidélisant sa clièntèle. Elle voudrait augementer la qualité de café et devenir compétitif sur le marché. Pour ce faire  la coopérative a l'ambition de développer correctement sa communication avec les acheteurs. Les activités principales sont : Organiser l'audit des états financiers de 2018 et les présenter en AG  Faciliter le cadastage des terrains des micro stations de lavage de café  Organiser les rencontres avec les collecteurs des cerises sur les procédures d'achat  la qualité et l'optimisation des charges  organiser les champs de démonstrations  sur l'application des bonnes pratiques culturales  Actualiser la liste des acheteurs potentiels de la coopérative et organiser des contacts  Mettre à place le site web de la coopérative et mettre à jour les informations
Sist. Integrado  nueva planta y desarrollo de mercados de quinua La Asociación Nacional de Productores de Quinua ANAPQUI es una organización de segundo grado. Cuenta 2.080 socios/as afiliados a 13 organizaciones (denominadas “Regionales”). ANAPQUI fue constituida el 3 de diciembre de 1983  con el objetivo de Promover el sistema tradicional del cultivo de la quinua y mejorar la calidad de vida de los agricultores del Altiplano.  Durante la gestión 2016 Agriterra colaboró con ANAPQUI en el desarrollo del Plan Estratégico Institucional  Plan Operativo Anual  primer módulo de un nuevo sistema integrado de contabilidad  revisión y validación con las 13 organizaciones del Estatuto Orgánico  formulación del Proyecto a disenho final para la nueva planta de beneficiado de quinua en Challapata y el desarrollo de procedimientos estandarizados para implementación del sistema de gestión de calidad ISO 9001:2008 para el Comité de fiscalización. El nuevo Plan de Acción apoyará a complementar los módulos que restan  puesta en marcha del sistema integrado de contabilidad y al funcionamiento de la nueva planta de beneficiado de quinua y contribuirá al desarrollo del mercado de quinua en grano y productos terminados de quinua en la ruta troncal (La Paz  Cochabamba y Santa Cruz) de Bolivia y mercados internacionales. BHAG
ANAPQUI opera sus procesos de producción a costo real y ha incrementado sus ventas totales en al menos 5% con relación al ejercició de 2016 Adquisición y puesta en marcha de los nuevos módulos del programa contable (producción  exportación  RRHH  activos  financiero  costos) e implementación Socialización y aprobación del nuevo Estatuto OrgánicoElaboración  aprobación del Manual de funciones por parte del Consejo de Administración y Comité de Fiscalización. Difusión entre personal de planta  administrativos y directivosElaboración  aprobación del Manual de Procedimientos internos en Directorio y Comité de Fiscalización. Difusión en instancias operativas y ejecutivasFinalización de la nueva planta de beneficiado de quinua de Challapata (Oruro). Puesta a punto de la maquinaria y producción de las primeras unidadesEstudio de mercado para 12 productos de ANAPQUI en la ruta troncal de Bolivia presentado a DirectorioAsesoramiento en el desarrollo del Plan Estratégico de Comercialización para ANAPQUITaller de Gestión Financiera BásicaTaller de Apoyo a Consejos de Vigilancia o FiscalizaciónViaje de aprendizaje a una empresa (organización) de referencia para conocer las políticas y estrategias de comercialización que han seguido para desarrollar mercado interno y eventualmente externo
Improving business performance of Kabile Cooperative Cashew Farmers and Processors Society Limited The Kabile Co-operative Cashew Farmers and Processors Society Limited was established in February 1998 by cashew farmers in the far west Brong-Ahafo region. The current membership stands at 75 farmers. The cooperative is specialized in the collection  processing  and marketing of cashew grown by their farmer members. Through this farmer owned enterprise the farmers are able to add significant value to their product  although so far most of the profits made went into further modernizing the processing factory which has a yearly capacity of 240 MT and employs 85 people. The cashew is being sold in 5kg boxes to buyers/exporters in Kumasi or Accra. Kabile Cooperative would like to increase its processing volume for which the cooperative requires additional capital and profitable markets. Furthermore  there is the ambition to professionalize the factory through investments in assets and quality/hygiene. However  in order to achieve this there are several high priority issues that need to be addressed first. This first action plan will therefore focus on strengthening the financial management and the strategic business focus of the organization. These activities should generate sufficient input and understanding for the action plan of 2020. Improve financial management procedures and strategic direction of the organization. In order to achieve the business ambition of Kabile and professionalize the organization there are several high priority issues that need to be addressed first. This first action plan will therefore focus in particular on strengthening the financial management and the strategic business focus of the organization.
COVID-19 Support Hours Kenya Agriterra aims to distinguish itself from other donor organisations by supporting our clients with useful business advice during the COVID-19 Crisis. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer to peer learning. This support aims to a. challenge our clients to think ahead and limit the impact of the crisis. b. Unburden the management and c. to facilitate communication between cooperatives for peer to peer learning 1. In light of COVID-19  this project activities aim to- Create COVID-19 Awareness for Agriterra Kenya's Clients.- Help Desk Service/Online Platform/’Workplace for Clients’- Webinars with Agripoolers/Local BA’s2. Clients Reached  Farmers Reached  Help Desk Projects  Posts and reach. 3. After COVID-19 it will be discussed if the help desks remain in place.4. Crosscutting themes such as gender  environmental  youth and sustainability are always important.
COVID-19 Support Hours Bolivia Agriterra tiene como objetivo distinguirse de otras organizaciones de donantes al apoyar a nuestros clientes con una asesoria empresarial efectiva durante la crisis de COVID-19. Este apoyo tiene como objetivo: a) desafiar a nuestros clientes a pensar en el futuro y limitar el impacto de la crisis  b) descargar el volumen de trabajo de la gestión  y c) facilitar la comunicación entre cooperativas para reforzar el aprendizaje entre pares. Este apoyo tiene como objetivo: a) desafiar a nuestros clientes a pensar en el futuro y limitar el impacto de la crisis  b) descargar el volumen de trabajo de la gestión  y c) facilitar la comunicación entre cooperativas para reforzar el aprendizaje entre pares. Cocientización de los clientesServicio de soporte a distancia / Plataforma en línea / Workplace para clientesWebinarios con Agripoolers / BA locales
Improving member commitment and marketing position of KDCU Kipkelion District Coffee Union (KDCU) was established in 2009 with the main goal to mill and market the members’ coffee. Effective lobby and advocacy on behalf of its 32 members cooperatives is also an important goal. In August 2016  the Company assessment was carried out and a positive advice was given to further support KDCU in achieving some of its goals. KDCU has a well prepared strategic plan for 2016-2020. The strategic objectives that were discussed for further support by Agriterra are: strengthen the marketing position by: 1. setting up a strong marketing department to implement the marketing plan 2. getting a licence to the auction market (end of 2017) 3. Create business linkages resulting into international business deals (2018).  A strong marketing position requires a strong board and management that further professionalise their business. Governance and strategic FM are well placed. In order to improve the lobby and advocacy capacity  FACT trajectory will start initially focussing on the union board members. To strengthen Kipkelion's marketing position  Increase membership commitment by 10% - Make a BP for KDCU on milling meeting all international standards  operational manual to be updated
- Make a Marketing Business Plan for the KDCU 
- Marketing training to BoD and key staff of KDCU  establish a marketing unit/department
- Recruit a capable Marketing and Business Development (MBD) officer based on JD and fair recruitment process
- FACT workshop - Lobby and Advocacy skills
- Cooperative Governance training 
- Financial Management training
- Improving the quality of coffee beans -gt higher added value (e.g. branding AA quality beans)
? Improving transparency of payment structure-gt higher involvement of the farmers? Attracting younger farmers / more female farmers (continuity)? Improving the quality of the ICT-systems of the 32 unions and the integration of it on union level (i.e. Management Information System? Investigate the opportunities and difficulties about direct export to Europe  USA and Asia (foundation for farmers  education)KDCU can create a much stronger market by buying and selling green beans of all the 32 societies  now the supply is fragmented because the farmers / societies sell the beans themselve
Improvement of Organisation perfomance  Youth Participation Wino Agricultural Marketing Cooperative Society (WAMCS) is a primary society established in 1993  as the commercial organisation of WIDA  a Swedish-supported NGO  created in 1990. A SACCO was also created parallel. The Swedes left in 2006  creating a huge challenge of doing things without donor money. Of the 1100 members  some 500 subsistence farmers are dormant members  as one cannot leave the coop voluntarily. 400 farmers contribute to the economic activity of the WAMCS: All of these 400 members grow maize and beans  while 200 of them also grow coffee. The coffee is mainly practiced by the older members  as no youth seems to be interested.
At the end of 2015  the relation with Agriterra was on hold for almost one year (2016)
2018: Year 2017 for WAMCS was successfully because they manage to increase  number of members and also to analyse them selve in business. for this year 2018 for focus will be on data and statistics for business planning. 1. Improve the organisation’s orientation  2. Improve the marketing of maize and beans3. Improve youth participation (survey to identify needs and setting up youth committees), 2017: In this first collaboration year with Agriterra WAMCS will prepare itself to be able to enhance more business opportunities for it members by linking them to markets. WAMCS will start  improving its communication with members regularly (know their needs for services)  improve its farm-input provision and increase its knowledge of the maize value chain within and outside Tanzania.
2018: this is second year of collaboration  data and statistics will be the main agenda for WAMCS and also enhance performance youth council  the collaboration WAMCS  WINO SACCOS will continue to improve the board of WAMCS.
Scoping  assessments  Vietnam 2018 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 Vietnam in order to grow the client portfolio in 2018. Goal for 2018 is 4 scopings  and 3 company assessments. Furthermore this project is also for more overall and combined meetings or evaluation purposes. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Vietnam in order to grow the client portfolio in 2018. Goal for 2018 is 4 scopings  and 3 company assessments. Furthermore this project is also for more overall and combined meetings or evaluation purposes.
Defining the future strategy and improving financial management of JCCU <p>"The Junar Central Cooperative Union was established in 2008. It is a federation of the Sindhuli Junar District Union and the Ramechap Junar District Union  and 43 primary cooperatives  representing about 7626&nbsp;individual farmers. JCCU has the mandate to advise and assist the district unions  the primary cooperatives and its members. JCCU is maintaining the contacts with the district  zonal and national government and third parties. Furthermore JCCU initiates  organizes and monitors the investment they are doing on behalf of the members. JCCU plays a role in advocacy and service provision to members; and is positioning itself more and more as a business partner for the cooperative farmers. JCCU recently invested in a Junar processing plant where Junar is processed into juice thereby adding value to the produce of the farmers of the cooperatives. The uniqueness of the federation is believed to be the combination of a partially farmer owned business and fully farmer led federation.</p>
<p><span></span></p>
<p>Agriterra has done company assessment of JCCU&nbsp;on 10-15 Feb  2016. The company assessment team recommended&nbsp;that JCCU fulfill the criteria that Agriterra requires in order to start a client relationship with JCCU The cooperation&nbsp;focused on support in professionalizing JCCU&nbsp;at this stage.</p> <p>Strengthening JCCU in providing sustainable services to its members.</p> <p>The action plan was started in August 2016 as&nbsp;the starting up phase of a cooperation between JCCU and Agriterra.&nbsp;The 2016 action plan supported JCCU&nbsp;to increase&nbsp;strategic focus of the union through development of a strategic plan  strengthen the financial management  define how JCCU can provide sustainable services to its members and select top 10 PCs and strengthen them on cooperative principles and cooperative governance.</p>