devinitorg/iati-policy-markers huggingface dataset:
To increase milk volumes by 20% through increased production and constant milk supply to the cooperative St Marys dairy cooperative is a primary cooperative located in the southern part of Zambia.The main focus of the cooperative is to aggregate milk of its members and supply to the off taker.The cooperative was registered in 2015 under the societies act.Currently the cooperative has 309 members.
However in the recent past the cooperative had stopped supplying milk due to a mis- understanding with the off taker but after Agriterra's advise and intervention this had normalized now.
This project will focus on increasing milk volumes and having a constant supply of milk through provision of capacity building to improve the coordination and management of the cooperative.
Agriterra will support the cooperative through training and advisory services with a major focus on My Coop governance and financial management. To increase milk volumes by 20% through increased production and consistent milk supply through improved organization capacity.  The major goal of this project is to increase milk supply and also ensure consistent supply of Milk to the cooperative by its members. As part of the project implementation Agriterra will provide the following training and advisory services:- Develop extension strategy- Governance training- My Coop training- Basic Financial management training- Human resource trainingIn 2020 Agriterra will support St Marys in the following areas:1.Basic Financial Management2. Financial Literacy3.Financial Audit4.Milk quality follow up5.Member records management system
Reordenamiento del Mercado campesino y fortalecimiento de cooperativas de CERCAT El proyecto opertiviza las recomendaciones del Diagnóstico y propuesta de reorganización del Mercado campesino  incorporadas en el Plan de Acción de 2017. Establecerá mecanismos e instrumentos de control y seguimiento de los "inquilinos" del Mercado campesino. Apoyará a la formalización de las 13 sociedades cooperativas de CERCAT para cumplimiento de la Ley 356. Operativizará el Comité de Educación y contribuirá a fortalecer los principios  valore y gestión cooperativa a través de la formación de formadores en la metodología My Coop. Efectivizará la primera estrategia de acceso y inserción de las sociedades cooperativas al sistema de alimentos del Mercado campesino  a través de la creación de la ''Feria Productor al Consumidor". BHAG: Institucionalizar los procedimientos y el pensamiento estratégico  que permitan una gestión eficiente y rentable de la organización del Mercado Campesino y faciliten la participación directa de las cooperativas de base en los sistemas de alimentos. Implementación de proyectos de mejora y reordenamiento del Mercado Campesino:            Proyectos de Construcción de gradas de ingreso Pantoja  Remodelación de baños                 Ampliación para refrigerios y depósito en salón principal (Fase I)  Ampliación para              friales de pollos  Ampliación para comedores en tercera planta sobre la calle Pantoja          (Fase I)Proyecto de construcción de Tinglado y piso para Ferias del productor al consumidor         (Bloque Muro)
  Sistema informático de gestión y control de inquilinos
  Proyecto de diseño e implementación de señalética para el Mercado Campesino
  Apoyo a la formalización de las sociedades cooperativas de CERCAT: El 100% de las               sociedades cooperativas elaboraron sus estatutos y/o completaron su trámite de                 homologación ante AFCOOP  Realización del Curso de Formador de Formadores de My Coop: Al menos 66 socios/as         líderes completaron el curriculum de Formador de Formadores de My CoopConsultoría de Organización de la Feria ''Productor al Consumidor"
Increased milk  volumes MFCS is a fully farmer-owned cooperative with a major business of collecting  bulking and chilling milk. The cooperative also indulges in sharing  bulking and marketing wool for members. The cooperative was conceptualized and registered in 1974. It is situated in West Pokot County  Lelan division  in a rugged landscape  about 25 Kms off Kitale-Kapenguria road  62Kms from Kitale. It recorded an average of 6 000kg/day of milk in 2014. The core startegy for Muruny is to further increase milk volumes from 5000 in 2016 to 6500 in 2017 and strengthen organisational structure by building capacity of new board and develop clear roles for the staff. For 2017  the core strategy for Muruny is to further increase milk volumes from 5000 in 2016 to 6500 in 2017 and strengthen organisational structure by building capacity of new board and develop clear roles for the staff through development of board charter and a human resource manual The projcect mainly looks into ways of increasing milk volumes. Muruny will retain the current 2 extension officers. A workshop for the extension officers will also be undertaken. In addition  organisational development activities on the capacity building of the new board and establishment of a youth council are also key project activities.
Appuis à la professionalisation des membres de la cooperative MARKAZA La société coopérative MARKAZA est créé aux événements de la mise en rigueur de la loi OHADA par des producteurs pomme de terre de consommation dans la zone de Bonkoukou à IMANAN. Cette coopérative était bien avant d’être société coopérative simplifiée (SCOOPS) un groupement des producteurs de 265 membres sous la bannière d’une ONG locale. Mais cette coopération est spécialisée dans la commercialisation et l’approvisionnement des intrants au profit de ses membres.Les membres de MARKAZA sont sur un périmètre de 100 hectares avec une production de pomme de terre de 90% et d’autres spéculations maraichères et des activités génératrices de revenus comme l’embouche et de ventes céréalière. La coopérative a une forte mobilisation et une bonne image aux yeux des partenaires aux développements. La modernisation de la chaine de valeur et la professionnalisation des membres 1. Recrutement d'un Gestionnaire2. Audit3. Plan Strategique4.  Rencontre de mise en relation5. Formation My-Coop
creating market linkages and capacitate female mango growers to increase membership quot;BHAG:  Establishing farmers owned mango processing factory.  Assosa Fruit and Veg FCU  located in Benishnagul region Assosa woreda  was established in 2010 G.C   with founding members of 16 primary cooperatives in Assosa woreda and had 2 000 members farmer.  Its initial capital was Birr 76 000. Currently  the union has increased its individual beneficiaries under the member cooperatives to 2600. Its capital has grown to 2.7 million at the end of 2009 E.C.  Agriterra has decided to expand its activities on new regions  studies/scopings has done from 2017-2018. accordingly one of the assessed regions is Benishangul  which is widely covered (over 60%) with forest  including
fruit  bamboo  eucalyptus and rubber trees  incense and gum forests as well as the
indigenous species. Fruit  bamboo  incense and gum and horticulture crops are major
products of this area  besides oilseeds (sesame  Niger and groundnut).   Agriterra ET developed new strategies on focusing on working areas and as well as types of crops/sectors  accordingly horticulture /Fruit and vegetable /is one of the main focusing areas. Benishnagul region is one of the potential areas for horticulture and fruits and selected by Agriterra for scoping and Assessment.  in 2019 Agriterra starts working with Assosa fruit and vegetable union at Bensishangul region.  through our intervention Assosa Union starts up their activities  being operational after one and half years by hiring general and financial managers.                                                                                                                      The main focus of 2020 AP     1. Market linkages         2. post-harvest training for Mango                     3. mango jam processing        4. empowering female/women members 2020 project goals * at least create two market linkages * improve mango quality and get a better price  * processing mango jam the project plan was implementing the advice of Value creator mission/assignments studied in 2019 1. Processing mango jam through traditional ways and supply to the market 2. market linkages for raw mango. this can be done through participation in exhibition and bazar at federal level and attending one trade fair in one of the regions and promoting Agriterra. direct discussions with big buyers etc.... 3. improving quality of mango via post harvest training. to get a better price and meet buyers requirement4. improve womens involvement in the cooperatives. since women are the main actors of mango harvesting in the area.
Scoping and coaching visits Kenia This project includes all scoping visits as well as general follow up visits to clients by business advisors . The project also included the team summit of team AFrica in June 2018  as well as some other networking events. Identification of new potential clients and coaching NA
Paid Assignments West Africa The project will entail all assignments for Agriterra West Africa team (Ghana  Niger  Ivory Coast  Burkina Faso) is contracted to do by other parties (donors  governments  private enterprises)  which do not require a single project but are considered to be temporary paid (consulting) missions linked to Agriterra's mandate
Professionalisation des coopératives rizicoles et amélioration du niveau de revenu des riziculteurs Après les premières années de croissance  le volume de riz acheminé au marché par Lofepaco stagne.  Ainsi elle compte réaliser des actions pour professionnaliser la filière riz et augmenter le revenu pour les rizicultrices . Cette professionnalisation passe par une bonne structuration des coopératives agricoles impliquées deja dans la commercialisation du riz  produit par les personnes appartenant aux organisations membres de la LOFEPACO. Renforcer les coopératives impliquées dans la production et la vente de riz en vue d'améliorer le niveau de revenu gangé par les riziculteurs . Les  activités qui seront réalisées sont:
-la sensibilisation des masses sur le mouvement coopératif dans les zones de production du riz
-la mise en jour des listes des membres
-l'organisation des réunions bimensuelles du comité de pilotage
- le coaching  des dirigeants des coopératives rizicoles sur la collecte de paddy  l'entreposage  le decortiquage   les ventes groupées et la tenue des registres pour toutes les informations. 
- le diagnostic  des coopératives de riz et  élaboration plan de renforcement et prévention des risques économique et financier des coopératives rizicoles
- la Recherche  des nouveaux marchés et formaliser   des anciens  et nouveaux  marchés   avec la participation du comité de pilotage)  
- la formation les dirigeants  des coopératives rizicoles sur les principes de fonctionnement  d'une  coopérative
Supporting ACODEA - activities in Latin-America (admin)- Acodea This project has been created to administrate the funds provided to Acodea for its activities in Latin America. this is an institutional project
Strengthen the cooperative and improve vegetable production and productivity bull;BHAG: Establishing farmers owned Potato and /or tomato processing factory. The crop will be decided after Value creator mission. So the union will first focus on increasing working capital with more members  higher production per member and internal capitalisation  i.e. stock dividend  before investing in a processing machine Zengena Irrigation users marketing cooperative union started its operation in 2005 E.C. During the establishment the union was having 21 primary cooperative members in 8 woredas and 3 city administration. i.e. 6651 smallholder member farmers and 478 000 ETB capital. Currently  the number of PCs reached to 28  the number of member farmers has become 6651 and works in 9 Woredas and 3 city administrations. The union capital is around 4 346 876.90 million ETB. The union mainly purchases Malt barley  vegetables and vegetable seeds from its members. It also supplies agricultural inputs such as improved grain and vegetable seeds  urea and DAP and consumer goods to the members. The first focus of the union is increasing working capital with more members  higher production per member and internal capitalisation  i.e. stock dividend  before investing in a processing machine. The goal for the 2020 year project is to strengthen the cooperative and improve vegetable production and productivity 2020 Action plans focus on:-1.Strengthen Marketing activities of a union by promoting the union in a different marketing platform     2. Increase working capital of the union through increase membership                                                       3. Improve production and productivity of vegetables
Augmentation de la taille du business et accès au financement En 2018  la CPNCK a acquis de nouveaux terrains pour des nouvelles microstations de lavages de cafeacute; et a vendu 4 conteneurs de cafeacute; vert K3 agrave; HACOFCO  MAISON JOBIN  THIS SIDE UP et Tropicore. En 2019 la coopeacute;rative a pu augmenter la vente vers 5 conteneurs. La coopeacute;rative a aussi trouveacute; plusieurs contacts lors de la participation World of Coffee agrave; Amsterdam et Berlin. Elle a commenceacute; avec lenregistrement des immobilisations au cadastre pour lobtention des certificats. Pour 2020  les grandes ambitions pour la SCPNCK sont daugmenter la taille du business  de renforcer sa base des adheacute;rents  capitaliser les deux certificats (biologique et SPP) obtenus  dameacute;liorer sa gestion financiegrave;re et de vendre 6 conteneurs de cafeacute; vert mais aussi utiliser les contrats des acheteurs pour acceacute;der au financement de la campagne de cafeacute;. Les actions deacute;veloppeacute;es dans ce plan devront mener agrave; laboutissement de ces ambitions. A travers ce projet  la coopeacute;rative vise laugmentationd de la production  lameacute;lioration de la qualiteacute; et la conquecirc;te des nouveaux marcheacute;s au niveau international et laccegrave;s au financement de la campagne. La coopérative SCPNCK voudrait de plus à plus augmenter sa part de marché en améliorant la qualité et la quantitié de son café. Elle voudrait nouer des relations solides avec les acheteurs. En outre  elle voudrait accroître ses possibilités d'accéder au financement en mettant en gage ses immobilisations sécurisées. Les actions à mener pour cette période portent sur : - Organiser l'audit des états financiers pour 2019;- Appuyer l'enregistrement des mimmobilistions au cadastre et l'expertise immobilière;- Organiser le suivi de l'application du compost organique;- Organiser les rencontres de planification de la campagne d'achat de café;- Organiser la compétition entre les micro stations de lavage sur la production du café de qualité et la réduction des coûts;- Mettre à jour les outils de maketing de la coopérative : siteweb  histoires de café et dépliants.Les indicateurs à vérifier seront notamment le nombre de producteurs ayant participé aux activités  le nombre de conteneurs  le nombre de clients  le volume vendu  volume de crédit ...Le suivi se ferra de facon memsuelle.
Moving towards full licensing (2) <p>Aberdare is in process of improving its financial ratios in order to be fully licensed by the Sacco Societies Regulatory Authority (SASRA). </p>

<p>In 2016  continued support will be on helping Aberdare SACCO to move towards full licensing. They are working hard on this especially to meet the core ratios demanded by the regulator. Authority has been given by the AGM to sell none core assets and bring the money to the core business. The Sacco has therefore been looking for a buyer for some of the fixed assets. This is planned to be finalised in 2016.</p>

















<p>Focus in next action plan will be to continue managing loan defaults (huge steps have been made in 2015  important to keep this in control)  continue restructuring the balance sheet and market the Sacco’s services more. </p>

















<p>In January 2016  a workshop on Capitalisation issues & benchmarking KPI's is scheduled. Further monitoring will be based on the newly developed dashboard.</p> <p>Moving towards full licensing by SASRA</p> <p>Focus in action plan is managing loan defaults  continue restructuring the balance sheet and market the Sacco’s services more. A new strategic plan will be alaborated and dashboard of KPI's introduced to better monitor performance of the SACCO.</p>
Cooperative Capacity Building Mingjian Kiwi Cooperative was founded on 2008 by 189 kiwi growers. Mingjian cooperative got support from China Foundation of Poverty Alleviation (CFPA) since 2014. CFPA helped Mingjian Cooperative on supply chain management  mainly on marketing and sales of kiwi fruits via online channels. The hope was that by boosting kiwi fruit sales  the cooperative can recognise the importance of sound governance to cooperative and started to change the governance structure of one person deciding for the rest. The desired change on governance  however  did not take place.Agriterra was invited to work on the cooperative’s deep-rooted governance issues. For this one-year project  Agriterra’s focus has been on ownership structure. Innovatively Agriterra proposed three types of shares that the cooperative could issue. The first one was common shares for members  with which each member must hold at least one share. Another type of share was special shares for members  with which members are free to subscribe. The third type was special shares for non-members. The village cooperative has subscribed 200k CNY into Mingjian Cooperative  for the purpose of dividend benefits. The village cooperative was expected the shares could bring dividends for at least 3 years for the villagers  especially for the poor ones.By introducing these three types of share  the current governance structure needs to be reformed. The principles of democratic control  one member  one vote was introduced. Board and supervisory board were re-elected. Member commitments was expected to rise. 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
Product development This project will comprise all activities concerning product development: new products for advisory services of Agriterra Development of new and quality products in addition to existing product protfolio.
Laying foundation towards licencing by SASRA The core strategy of Lelan SACCO in 2017 is to increase share capital and grow membership and thus building steps towards regulation by SASRA Increase share capital from 2.8million to 5million
Grow membership from 1200 to 2200
Reduce defaulted loan (PF) from 8.3million to 5.9million and 
Increase loan book from 21million to 30million see uploaded actionplan 2017
Desarrollo del mercado local e internacional Coproca S.A. fundada en 1991 produce en su planta de El Alto tops  hilos y prendas de vestir con fibra 100% pura alpaca para el mercado nacional e internacional. Coproca es una empresa privada cuyos principales accionistas son 1 200 familias de pequeños ganaderos de camélidos del altiplano boliviano que obstentan una participación del 51% del accionariado y a través de AIGACAA (Asociación Integral de Ganaderos en Camélidos de los Andes Altos) el restante 49%.
En la actualidad el principal problema que afronta Copoca es el beneficio negativo que obtiene de su actividad  como consecuencia de una cuota de mercado limitida por la competencia de productos peruanos. 
El objetivo en colaboración con Agriterra para 2017 consiste en alcanzar el equilibrio financiero mediante un aumento de las ventas desde los Bs 1 1 millones mensuales hasta los Bs 1 5 millones mensuales. Para ello el Plan de Acción incluye acciones para desarrollar la capacidad de comercialización a nivel nacional e internacional. El BHAG para 2017 consiste en alcanzar el equilibrio financiero gracias al aumento de las ventas desde los Bs 1 1 millones mensuales hasta los Bs 1 5 millones mensuales  manteniendo siempre su estrategia de calidad 100% pura fibra de alpaca. Actividades de proyecto
-      Modernización de la página de internet 
-      Comunicación electrónica (community managing)
-      Promoción radial y televisiva
-      Equipamiento para presentación en ferias locales
-      Folletería y literatura de ventas
-      Calendario 2017 para AIGACAA y COPROCA
-      Promotores (fuerza de ventas) para mercado nacional
-      Acopio y Esquila
-      Estudio Costos de producción
Servicios
-      Experto en capacitación  calibración y mantenimiento de equipos de control de calidad
-      Manejo integrado de ganado camélido (alpacas) - Trabajo de 9 días con AIGACAA
-      Capacitación 
-      Curso de gestión financiera básica
-      Curso de gestión financiera estratégica avanzada
-      Curso de fiscalización (síndico y directorio)
-      Curso de cabildeo (FACT)
-      Visita de intercambio
-      Scouting a Feria internacional
-      Misión comercial
Desarrollo y crecimiento Institucional El año 2020 es una año muy importante para FEDEPLE  ya que se sigue buscando el fortalecimiento y crecimiento del sector. En el Plan de Acción de este año  se estará poniendo énfasis en una asesoría que vaya de acuerdo a su Plan Estartégico para continuar impulsando el crecimiento de la Federación y de sus asociados. The goal this year is to enhance the development and the growth of the Institution  focusing on its veterinary department Servicios de AgriterraAsesoríaA.1. Asesoría en desarrollo y crecimiento institucional A.2. Asesoría empresarial Agriterra
Stimulating Good Agricultural Practices and Improved Member Commitment Koperative y’Abahinzi b’Ibishyimbo n’Ibigori Ba Karongi “Cooperative of beans and maize farmers from Karongi” (KOABIBIKA) is a cooperative based in Rubengera sector  Karongi district in the Western province. Formerly the cooperative was only engaged in maize and beans production. Currently  they also involved in horticultural production which they planning to professionalize. Some of their members already grow onions  garlic  carrots  cabbages  tomatoes  green pepper  tree tomatoes  chili pepper and passion fruits and they keep on rotating them with maize and beans. The cooperative is developing a strategy to start collective action activities for its members in horticulture.
KOABIBIKA started in March 2013 and was legally registered in November 2014. It currently has 792 members from which 288 have finished to pay the full share value  which is at 5 000Rwf. Out of 792 members  443 are males while 349 of them are females. The cooperative has 5 permanent staff (manager  agronomist  horticulturist and community development officer  watchman) paid by LWH project which is helping the cooperative. LWH project constructed the office where KOABIBIKA is based  the drying facilities  warehouse  terraces  provided irrigation facilities and it is now constructing a cold room for storage of horticulture products.
Based on the results of last year and priorities of this year  KOABIBIKA and Agriterra agreed to collaborate on the project called Stimulating Good Agricultural Practices and Improved Member Commitment Project with the activities below: Training members on maize GAP including PHHS through farmer fied school trainings and use demoplots  external financial audit  farm level record keeping and participation to exhibition. Agriterra will also provide to KOABIBIKA a basic financial management training and a training on soil fertility restoration and organic compost making. The project aims at Stimulating Good Agricultural Practices and Improved Member Commitment. Based on the results of last year and priorities of this year  KOABIBIKA and Agriterra agreed to collaborate on the project called Stimulating Good Agricultural Practices and Improved Member Commitment Project with the activities below: Training members on maize GAP including PHHS through farmer fied school trainings and use demoplots  external financial audit  farm level record keeping and participation to exhibition. Agriterra will also provide to KOABIBIKA a basic financial management training and a training on soil fertility restoration and organic compost making.