devinitorg/iati-policy-markers huggingface dataset:
Towards realization of paddy processing factory in order to process yearly 15.000 ton paddy from members by 2019 The Dumarwana Small Farmer Agriculture Cooperative Limited (DSFACL) is located at the central region of Nepal  in Bara district. In 1997 the cooperative was registered with 454 members and grown to 9.572 members in April 2017. Out of total members  about 8.000 are rice farmers. The livelihood of members largely depends upon the income of paddy. There is demand from members to invest in a rice processing plant and market rice on behalf of the members. DSFACL already purchased the land and constructed a building for the rice processing plant. DSFACL is currently exploring options to finance the investment. DSFACL could gain regular source of income from agri-business other than financial services. During the company assessment in April 2017  it was realized that Agriterra can add value in their envisioned plan of running rice processing plant which gives more marketing opportunities and better prices for all their members. The cooperative should focus on organizational development and development of rice processing business. This is expected to results in the realization of the  paddy processing factory and a yearly processed volume of 15.000 ton paddy by end of 2019. The goal of the project is to make the paddy processing factory operational by getting the commitment of members and several stakeholders via the business plan and have a yearly processed volume of 15.000 ton paddy by end of 2019 The project plan focused on the business  finance  and organisational of the cooperative. DSFACL will take lead and Agriterra will support in implementing the action plan.
Business development: conducting a workshop about the new business plan with representatives of the five service centres  government and financial institutions. Thereby DSAFCL will get to know about possibilities and commitment of the stakeholders and members.
Amélioration de la production et commercialisation du riz paddy La coopérative Say 2 est créée en juillet 1989 par trois groupements mutualistes de producteurs (GMP) et agréée le 8 juin 1998. Elle est régie par l’ordonnance N° 96-067 du 9 novembre 1996 portant régimes des coopératives rurales jusqu’en juillet 2019. A partir de cette date  cette coopérative s’est transformée en société coopérative à conseil d’administration (Scoop -CA) dénommée Tama conformément à  la loi de l’Organisation pour l’Harmonisation en Afrique du Droit des Affaires ( OHADA) adopté le 15 décembre 2010 et son entrée en application dans tous les états à partir de 15 mai 2011. Ainsi  les trois groupements mutualistes de producteurs (GMP) membres de l’époque  sont devenus aujourd’hui des sections.Le personnel de Tama est composé de sept (7) agents dont cinq (5) agents permanents (comptable  magasinier  pompiste  gardien  aiguadier) et deux (2) agents temporaires (gardien  de la station et aide pompiste). Il s’occupe de la mise en œuvre des activités de la coopérative. Cette dernière dispose d’une équipe commercialisation de douze personnes chargée du contrôle de qualité de paddy  de la pesée des sacs paddy récupérés comme redevance.A l’instar de la plus part des sociétés coopératives à conseil d’administration  Tama possède trois organes : l’Assemblée Générale (AG)  le Conseil d’Administration (CA) et le Comité de Surveillance (CS).La vision de Tama est: être une société coopérative rizicole professionnelle durable au service de ses membre dans l’amélioration de la qualité de la production du riz paddy   compétitive  forte  dynamique  gérée par les producteurs et pour les producteurs  reconnue dans la commercialisation du riz et disposant de sa propre marque et capable de s’autofinancer.L’objectif fort de la coopérative  est la création des revenus durables à ses membres à travers une mise en relation d’employés capables d’accompagner les responsables élus à établir une vision stratégique pour l’émergence de la coopérative et de ses membres.  Tama a pour ambitions d’être une société coopérative: ?    au service de ses membre dans l’amélioration de la qualité de la production du riz paddy ; ?    disposant de sa propre marque ; ?    professionnelle et reconnue dans la commercialisation du riz ; ?    capable d’exporter du riz dans la sous-région. L’objectif fort de la coopérative  est la création des revenus durables à ses membres à travers une mise en relation d’employés capables d’accompagner les responsables élus à établir une vision stratégique pour l’émergence de la coopérative et de ses membres.  Tama a pour ambitions d’être une société coopérative: ?    au service de ses membre dans l’amélioration de la qualité de la production du riz paddy ; ?    disposant de sa propre marque ; ?    professionnelle et reconnue dans la commercialisation du riz ; ?    capable d’exporter du riz dans la sous-région. Recruter un (e) gestionnaireAdapter et adopter le manuel de procédure de coopérative Organiser l'audit des états financiers de 2019
Financiando la nueva planta de alimento balanceado ADA es la Asociación de productores Avícolas Departamental de Santa Cruz. Tras iniciar su colaboración con Agriterra en 2017 y obtener buenos resultados implementado el proyecto se quiere seguir desarrollando las líneas estratégicas iniciadas en 2017 y validadas por el Plan Estratégico Institucional 2018-2022 desarrollado con el apoyo de Agriterra. 
ADA cuenta con una elevada estabilidad económica y financiera  por lo que es el momento oportuno para desarrollar iniciativas de crecimiento de la organización en favor de sus asociados y del sector avícola departamental. Estas líneas de crecimiento organizacional son el desarrollo de una nueva planta de alimento balanceado  el crecimiento y certificación de sus laboratorios de patología y bromatología aviar y la construcción de una nueva sede que permite ofrecer un mejor servicio al asociado. Tras un buen año implementando el proyecto con Agriterra 2017 donde se realizó un Plan Estratégico Institucional que prioriza la construcción de la nueva planta de alimento balanceado  potenciar los servicios de laboratorio y mejorar la comunicación institucional  en 2018 se quiere avanzar en estas tres líneas estratégicas prioritarias. El objetivo ambicioso en 2018 es conseguir financiación bancaria para iniciar el proyecto de construcción de la nueva planta de alimento balanceado. ADA cuenta con una elevada estabilidad económica y financiera  por lo que es el momento oportuno para desarrollar iniciativas de crecimiento de la organización en favor de sus asociados y del sector avícola departamental. Estas líneas de crecimiento organizacional son el desarrollo de una nueva planta de alimento balanceado  el crecimiento y certificación de sus laboratorios de patología y bromatología aviar y la construcción de una nueva sede que permite ofrecer un mejor servicio al asociado. 
Para ello dentro de los costos locales se va a cofinanciar:
- Compra de molino para laboraorio  para la molienda de materiales a ser analizados en el laboratorio
- Compra de reactivos para desarrollar un nuevo método de ensayo: Determinación de la Actividad de los Inhibidores de Tripsina
- Diseño arquitectónico nuevas oficinas y laboratorio
- Estudio topográfico nueva planta de alimento balanceado
- Estudio geológico nueva planta de alimento balanceado
- Capacitación ISO 17025 para la gestión administrativa de laboratorios
- Capacitación en prevención de riesgos laborales de la planta de alimento balanceado

Y dentro de los servicios de Agriterra:
- Consutoría en planificación y negociación de acceso al crédito para la nueva planta de balanceado
- Asesoría de agripooler en sistemas de automatización de la producción y ambientes controlados de producción de pollos parrilleros y ganillas ponedoras
- Asistencia de cuatro tomadores de decisiones de ADA al taller FACT II y obtención del certificado de asistencia
   Asistencia   de cuatro tomadores de decisiones de ADA al taller FACT II y obtención del   certificado de asistencia
Task 12 - Manage and develop agro-info.net The objective of the task is to ensure in the first place that all agri-agencies and farmers organizations involved in Farmers Fighting Poverty use and can rely on agro-info.net for information sharing including reporting. And secondly that interested agri-agencies and farmers organisations use jointly developed information management system(s).(this project is a continuation of project 13at-6068)) The goal is to have a fully functional agro-info.net based on:1) the approval of a project by the project committee for central fundings2) minimum of all functionality the current AIN has
Revitalising the agronomic services and technical support to cassava growing members of Ingabo INGABO Syndicate is a Rwandan Farmer’s Trade Union  created in 1992. The main mission of INGABO Syndicate is to improve the technical and economic capacities of its members to become competitive market actors. As a Farmers Trade Union  INGABO Syndicate focuses on advocacy  lobby and strategic partnerships to avail required services to its members. 
In 2014  INGABO Syndicate has encountered an institutional crisis after some dissidents intended to change the syndicate's legal status into a non government organization. In May 2017 INGABO's status as syndicate has been restored and it has approached Agriterra to support the organisation in revitalising its agronomic services and technical support to its members specifically in the cassava value chain. In partnership with MINAGRI  INGABO aims to coordinate the initiative of the ministry to revitalise the cassava value chain which has been coping with brown rot and mozaik decease. MINAGRI will deploy 37 interns and gruadates to address various agronomic issues in the chain  which will be coordinated by INGABO INGABO aims to coordinate the initiative of the ministry to revitalise the cassava value chain which has been coping with brown rot and mosaic decease. The project plan consists of implementation of activities set out by Ingabo  in their action from July 2017 to December 2017. Ingabo commits  itself to carryout sensitisation events for members concerning revitalisation of Ingabo  conduct agronomic needs assessment among cassava farmers  updating the organisation's reglement d'ordre d'interieur (internal rules and regulations)  revitilise the partnership with former partners and contacting new ones  institutional reorganisation  coordination of agronomic services in the casava value chain  and restart partnership with CLECAM and other MFIs. Agriterra commits to support them with organisational development advisory services Agriterra  FFS training of field agronomist and lead farmers on GAP in casava production and startegic planning workshop.
Assignments and Services Asia Under this project  assignments and activities funded by other donors than DGIS Farmers in Common Sense programme will be registered. Team Asia aims to provide paid services and play key role in acquisuiting and fundraising. Team Asia aims to provide paid services and play key role in acquisition and fundraising.
Increased member economic activities for improvement of revenue and membership base 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. The project will focus on improving the revenue of the association as well as increasing membership. This will help the implementation of various activities of the association to help their members become self sustainable and improve their livelihood. It will involve youth and women to promote gender and youth inclusiveness both at association level and area association To have 4052 members engaged in entrepreneurial sunflower production  supply this to CDWA for processing resulting in a vibrant economic activity and income for the members. They also want to involve youths and women in their activities. This will be achieved through effective services to members in return for secured supply of sunflower. The planned activities include youth leadership and entrepreneurship  FACT  My.Coop and Bench-marking of record at organisation level. There will also be roll out of female leadership and development of marketing strategy and extension strategy
Expansión en el mercado nacional de chocolate En el 2017 Agriterra inicia su colaboración con El Ceibo. El objetivo del trabajo consiste en contar con un  Plan Estratégico Institucional 2017-2021 y potenciar las ventas en el mercado boliviano con un aumento mínimo del 10% con base interanual. Contar con un  Plan Estratégico Institucional 2017-2021 y potenciar las ventas en el mercado boliviano con un aumento mínimo del 10% El Ceibo con la asesoría de Agriterra alcanzara tres resultados en el 2017:
Uno orientado al fortalecimiento de la organización  especialmente dirigido a contar con un plan estratégico estratégico del 2017 al 2021 que permita dar una guía a las acciones organizacionales y a las empresariales. 
Un segundo: se pondrá atención a la industria de chocolate  con el objetivo de mejorar la excelencia operacional. Esto se lograra a través de una estrategia de comercialización  y el diseno de la nueva industria con dos a tres nuevas lineas de producción.  
Un tercero: Orientado a la formacion de los tecnicos de campo en manejo agronomico del cacaotal. 

Los servicios de asesoría a través de asesoria-intercambio y entrenamientos estarán directamente vinculados a esos tres resultados.
Professionalised financial services to members <p>Agriterra's continued support to Kiambaa SACCO in 2016 will focus on monitoring the SACCO's performance according to the dashboard/KPI's developed by end of 2014 and since then improved. Besides  Kiambaa SACCO will relocate its offices and also decided to change it's name to "JOINAS" SACCO. Focus will be on implementating and follow up on marketing mission conducted in last quarter 2015.</p> <p>Achieve growth and improved performance of the SACCO</p> <p>Guideline for the 2016 action plan is strategic plan  buisness plan and dashboard/KPI's. The SP will be reviewed and forms guideline for the businsess plan whose implementation is monitored through the dashboard.</p>
Corona Help Desk HQ 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 peer2peer 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 peer2peer learning. Awareness Creation for ClientsHelp Desk Service/Online Platform/’Workplace for Clients’Webinars with Agripoolers/Local BA’s
TAF - TA Implementation - SME - Anatrans SA - Burkina Faso ANATRANS is the leading cashew nut processor in Burkina Faso. The company sources raw cashew nuts (RCN) within the local community in order to shell, peel and grade them for export to international markets. The finished product is exported in 50 lbs (~22.7 Kg) boxes to major clients in Europe and the United States. Through its different certifications, ANATRANS is able to source and supply fair trade, organic and conventional nuts. They are Fairtrade, Organic and HACCP certified, and are also working towards obtaining British Retail Consortium food safety standards by April 2020, and SMETA (Sedex Members Ethical Trade Audit) certification by June 2020.   Access to capital is crucial for ANATRANS. There are only a few months in the year when RCN are available, and sufficient stock need to be secured to ensure the functioning of the processing plant for the full year. The relatively high prices of RCN, requires a large amount of working capital. For the upcoming season (starting in March 2020), the company is looking to collect and process 10,000T of raw cashew nuts (an increase of 1,300T from 2019E). That translates into a global working capital need of € 12 million (in order to cover all the operating expenses from purchase of raw cashew nut until FOB delivery). For this year, ANATRANS is seeking for a working credit facility of €800,000 with the ABC Fund.  The ESG and TA needs assessment brought out the following main issues to be addressed: 1. Lack of financial capacity to restructure the balance sheet and financial statements The balance sheet and financial statements of ANATRANS are highly affected by debts and financial liabilities from the 2010-2015 period. This “inherited” financial situation makes it complicated for ANATRANS to find local banks willing to lend money. Since the new management is in place since 2015, international banks (Triodos, Rootcapital) are only willing to provide loans via their client NUTS2 which limits their financial autonomy.    2. Absence of a monitoring tool to assess the social and environmental impact of the company ANATRANS has detailed procedures in place to prevent child labour of factory and farmers’ level, based on social certification standards by ECOCERT, Fairtrade, BRC and SMETA. But the company needs tools to monitor the follow-up especially on farmers level. Besides developing a monitoring system for the follow-up on child labour, ANATRANS wants to develop an environmental impact monitoring tool to assess impact and mitigate risks on the use of natural resources (deforestation, use of protected landscapes, etc.) among its expanding number of smallholder suppliers.
Improving member production and organisation lobby INGABO Syndicate is a Rwandan Farmers organization  created in 1992. The main mission of INGABO Syndicate is to improve the technical and economic capacities of its members to become competitive market actors. As a Farmers Organization  INGABO Syndicate focuses on advocacy  lobby and strategic partnerships to avail required services to its members.Agriterra has been working with farmers organizations in Rwanda  including INGABO Syndicate since 1998. All projects aimed to empower farmersrsquo; organizations to be able to provide quality services to their members in order to support them to improve their livelihoods and get out of poverty. However  this partnership has suspended with the change of Agriterrarsquo;s intervention strategy and the institutional crisis the organization has faced with in the past 3 years.In 2014  INGABO Syndicate has encountered an institutional crisis after some dissidents intended to change the syndicates legal status into a non-government organization. In May 2017 INGABOs status as syndicate has been restored and it has approached Agriterra for support  in revitalising its agronomic services and technical support to its members specifically in the cassava value chain. Currently  Ingabo Syndicate has over 40 000 members of which 15 000 are active in the four districts (Kamonyi Muhanga Ruhango and Nyanza) of the Southern Province of Rwanda. In terms of organizatinal structure  Ingabo has 3 main organization levels (Gacaca (on village level)  zone (sector level) and Higher level at the Head Quarter). At every organization level you find 4 governance and support organs.General Assembly board of directors  supervisory board  arbitration committee. At the Head Quarter however  therersquo;s an additional organ thatrsquo;s made of Ingabo staff.Since 2017 the relationship between Ingabo and Agriterra has resumed and Agriterra supports INGABO in the FFS trainings and farmer consultations and advocacy using the Agriterra FACT methodology. Besides these two main activities  Agriterra has supported Ingabo Syndicate in following up the conducted FFS training  informing its members about the agricultural laws and policies  doing the external financial audit of 2018 and participating in the 2019 MINAGRI Agricultural show. All these aiming to improve member production  policy changes and organizational outreach. Improving member production and the organisations outreach capacity Agriterra will support Ingabo in strengthening its functioning as a farmers syndicat in Rwanda. Activities are focused on member outreach  organisational capacitation  promotion  a business case study and the financial audit.Follow-up on the Farmer field school for cassava  banana and fruits amp; vegetables Creating at least 1 new job in Ingabo Syndicate Participate in agricultural exhibitionFeasibility study of resuming INGABO Construction Project External audit 2019 Organising cassava day and banana events
Implementation  Quality Improvement and international sales. MCCMMCU was set up in 2014 with the aim of milling and marketing all coffee from Meru county. The union is an affiliation of MCCCU  Meru North Coffee Union and Imenya (large estate owners). The union only serves 36 out of 48 PCs. Due to some serious interventions in 2017  2018 and 2019 on operational efficiency enhancement  governance  financial management and implementation  MCCMCU was able to improve the bottom line and were expected to financially break-even at the end of 2019/beginning of 2020. MCCMCU has received many trainings in 2019  focus in 2020 will lie on: Implementation of the action-plans. Furthermore  the BHAG is improving the quality of the coffee with 10%  measured by comparing the top 5 Cooperatives grading of 2019 with grading of 2020. Increasing the production of coffee milled to 12.000 bags (from 9.155  a 31% increase). This should come from increase productivity per farmer and increased amount PCs milling at the Union (target: 2 extra PCs). Furthermore  increasing the international sales with 3 new international contracts.Powered by Froala Editor test BERT    Goal 1: MCCMCU has received many trainings in 2019  focus in 2020 will lie on: Implementation of the action-plans: Governance  Women Empowerment and Sustainable Services  Goal 2: The BHAG is improving the quality of the coffee with 10%  measured by comparing the top 5 Cooperatives grading of 2019 with grading of 2020.    Goal 3:  Increasing the production of coffee milled to 12.000 bags (from 9.155  a 31% increase). This should come from increase productivity per farmer and increased amount PCs milling at the Union (target: 2 extra PCs).    Goal 4: Furthermore  increasing the international sales with 3 new international contracts. The focus of cooperation will be on implementing earlier advice  trainings and workshops:Implementation amp; Roll-out Budget Record-Keeping amp; Bio-Composting  Meru North PCsFollow Up Sustainable Extension Services WorkshopFollow Up Female Leadership amp; Supervisory Board TrainingMCCMCU will be supported to strengthen the team  utilizing the JJJ programme:Hire Marketing ManagerHire (Senior) AgronomistTo improve prices  MCCMCU will be supported to increase the quality of the CoffeeImprove quality at factory levelExchange visit to Ndaroini FCS for better QualityFurthermore  there will be a focus on increasing the international sales:Develop Marketing Plan for International Sales amp; Local MillingAFCA 2020 ParticipationParticipate in World of Coffee Conference in WarschauLastly  some crosscutting themes are addressedParticipate in Governance TrainingFemale Leadership Masterclass