devinitorg/iati-policy-markers huggingface dataset:
Improving marketing and economic development SPPQT (Serikat Paguyuban Petani Qaryah Thayyibah) affiliates farmers from 13 districts in Central Java Province. In the last 12 years  SPPQT has worked on developing political and social infrastructure in the form of farmers groups at the village and community level in the Central Java Province. In the next year SPPQT will work in improving marketing and economic development. The main problems to solve are too weak access to inputs and land  low production  post-harvest problems and difficulties to access to the market. Around 30% of the farmers have less that than 2000m2  and are called landless farmers or poor farmers. The inputs for agriculture are more expensive for the farmers  and SPPQT has found a way to solve the lack of access to inputs by transforming the farmers from conventional producers to organic producers and also work in a more sustainable way. This project will increase the skills and capacities of the farmers in adding value to their products and finding new markets to increase their incomes. SPPQT has experience in organizing the commercialization through the substation of peasant organizations (GTP)  equivalent to a primary cooperative managed by the community organizations. At the moment there are 54 GTP with different levels of development. Some of them have transformed into cooperatives and entered the market in a more professional way. To increase the welfare and income of farmers by strengthening farmers organizations and cooperatives at village level  improving and increase the marketing and economic development. In 2016  SPPQT will be supported with business plan coaching and improvement of the marketing of the GTPs and cooperatives.
The best organic coffee exporting FCU in the country The BHAG of the union is to be one of the best specialty coffees exporting farmersrsquo; cooperative union in the country. The aim of Agriterra in 2021 is to be able the union to competent in the coffee export market and able to engage 18PCs in Export marketing through the union. Burka Galeti Farmersrsquo; cooperative union is established in Oromia Regional State  West Hararghe Zone  Hirna Town 370 km from Addis Ababa. The union is composed of 103 primary cooperatives organized in five districts (Tulo  Masala  Doba  Gamachis  chiro  Miesso  and Bordede). Burka Galeti has 13 board members and has 43 permanent staff. In the coming three years  the coffee export business is among the major plans to improve better services to its members. Harar coffee has high preferences in the export market and is known for its winey and fruity  floral-toned aciditymdash;bright in the cup)  even intensemdash;and with a rich and pungent  heady aroma that is wonderfully reminiscent of blackberries. The farmers are however suffering from unsatisfactory margins from product output marketing. in 2020 and the way forward  the union would like to work with Agriterra in getting more access to high price fetching export markets for coffee and working in local market linkage while accessing organizational strengthening supports from Agriterra. On the other hand  the union would like to have a joint intervention at the primary cooperativesrsquo; levels in empowering women and youths both socially and economically. However  the biggest challenge for the coffee market is the adulteration of other area coffee and sell in the brand name of Harar Coffee (Illegal market/Contraband). This is due to the fact that the price of Harar coffee is trip as compared to other coffee (Bale coffee  Jimma coffee etc). The illegal market is the main challenge for this union. The goal is to create a sustainable coffee market for the coffee producers members to increase the income. The 2020 AP will be focused on the following objectives1. Coffee certification for 15 PCs 2. Creating a market linkage with international buyers and Oromia Coffee FCU 3. Improving coffee quality management and traceability 4. Improving the know-how of coops management for the staff and committee members
FACT Ethiopia 2018 - 2019 FACT roll out as part of the cooperative renewal project. This project started in 2017 with the Symposium on Participatory Farmers Proposal Preparation and sharing Ugandan and South Asian experiences. FACT is proven effective and efficient method for addressing and solving challenges and difficulties for farmers to address their needs. 1/ To show how to solve challenges of FO members needs and how to lobby and advocate policy makers.
2/ To exercise FO to collect their members need and how to get support from Government 
3/ In most of the participant clients they have a challenge of how to get Land for contraction  office   factory  warehouse  and other investments and FACT is a tool how to lobby different parties. Plan is rolling out a full FACT trajectory  with 4 Unions in 2018-2019 by supporting the follow up of the implementation their AP. However  in 2019 3 of them has already started  implementing their AP and we will focus  on these three only.
Duplicando la exportación <p>Agriterra inició la colaboración con ASOCAFE en 2017 donde la organización  que partía de una situación de iliquidez  paralización del negocio de exportación y pérdida de credibilidad ante asociados y terceros  consiguió alcanzas alentadores resultados: i) obtención de USD 150.000 para acopio de café guinda  ii) renegociación del precio de acopio al productor de Bs 60.00 a Bs 45.00 para entrar en beneficios  iii) incremento de la exportación de café grano de 1 contendor a 2 contenedores anuales.</p>
<p>El objetivo en 2018 es incrementar el acceso a financiación de capital de acopio  reestructurar la deuda en mora con entidades financiera para facilitar el repago  mejorar los procedimientos de gestión y control internos y duplicar la exportación de café grano.&nbsp;
</p> <p>Duplicar la exportación de café grano de 2 contenedores en 2017 a 4 contenedores en 2018 y reestructurar las finanzas de la organización.</p> <p><strong>Financiado con costes locales:</strong></p>
<p>- Contratación de personal:&nbsp;2 responsables de acopio y 1 responsable de calidad por 5 meses
  </p>
<p>- Fortalecer la exportación: i) compra de 280 bolsas para exportación de café especial y ii) envío de 5 muestras a clientes internacionales
  </p>
<p>- Desarrollo de una campaña de sociliazación: i) entrega de incentivos a los productores  ii) adquisición de material de escritorio  iii) realización de viajes del Directorio a las comunidades y iv) otros gastos de socialización
  </p>
<p><span></span>
  </p>
<p><strong>Servicios:</strong><span></span>
  </p>
<p>- Asesoría de agripool de cuellos de botella (sujeto a financiación de terceros)
  </p>
<p>- Consultoría de renovación de Estatutos</p>
Seed potato promotion in Rwanda Together with Agriterra  SPF intends to promote seed potatoes in Rwanda. SPF has a vision to become a professional potato seed trader and a leader in Potato seed business in Rwanda by covering all aspects of potato seed value chain  from developing farmer’s capacity to trading the seeds and organizing the value chain. SPF is officially collaborating with Agriterra since 2018 and wants to continue in 2020 with the main objective to promote the availability and accessibility of quality seeds to potato farmers in Rwanda. Project goals for  2020 include:Accurate information on the availability of potato seedsIncreased availability of potato minitubersIncreased salesExternal audit reportIncreased advocacy for seed potato growersPractical inspirations on how ensure the good quality of seedsEffective implementation of lessons learntIncreased number of certified seed multipliers +Increased salesImproved financial management  and governance practices Plans for 2020 include:Manage information on the traceability of seedsSPF self-sustaining in the mini-tubers multiplication businessMarketing SPF seedsOrganizing annual institutional auditImplementation of lobby proposalsAgripool mission on seed potato quality controlFollow-up on 2018 amp; 2019 services received from AgriterraSeed potato promotion campaign
Increasing production and strengthening organizational structures IDRA is active in the rice sector  representing farmers in the rice value chain in Isoka district. Rice has large opportunities as high-potential crop in Isoka  compared to maize. The crop is relatively easy to grow  not much fertilizer is needed and only goodseed and Good Agricultural Practices (GAP) are required for the crop to thrive well.The quality of seed has improved in the past year. Farmers now use the certified varieties of Singa  Supa from Mongu  and Kilombelo.
IDRA has applied for a matching grant under the SAPP project under the Ministry of Agriculture and have since acquired a hammer mill and built their own processing plant.
Their main goal is to be self sustaining financially and also provide  local market to its own members. Increase rice production through a self sustaining extension support
Improve rice marketing
Commence rice processing at association level Increasing production and strengthening organizational structures
Objective 1:Increase rice production through a self sustaining extension support
Objective 2:Improve rice marketing
Objective 3:Commence rice processing at association level
Scoping  assessments and audit services Zambia 2020 Scoping and assessments of potential new clients in Zambia amp; Malawi and provision of audit services in Zambia. In 2020  Team Zambia aims to further strengthen its current client portfolio of 12 clients in Zambia as well as build a portfolio of 4 clients in Malawi. Main focus will be exploring possibilities to work with primary cooperatives with a business focus. In 2020  Team Zambia aims to have 12 clients in its Zambian portfolio and 4 clients in its Malawi portfolio that all meet the Agriterra audit requirements. Scoping and assessments of potential new clients in Zambia amp; Malawi and provision of audit services in Zambia. In 2020  Team Zambia aims to further strengthen its portfolio of 12 clients in Zambia and identify 4 clients in Malawi. Main focus will be exploring possibilities to work with primary cooperatives with a business focus.
Strengthening the Onion sector with DGS 1A joint project with De Groot amp; Slot (DGS) to strengthen the onion sector in Ethiopia To be develop jointly with DGS
Fortalecimiento interno y diseno de servicios sostenibles En diciembre de 2018  a requerimiento de la Agencia Empresarial Holandesa (RVO)  Agriterra realizoacute; una prospeccioacute;n a la Federacioacute;n Departamental de Productores de Leche de Tarija (FEDEPLET) a fin de proponer liacute;neas de accioacute;n que respondan a las iniciativas planteadas por los directores de esta organizacioacute;n dirigidas a consolidar los servicios de representacioacute;n gremial y de apoyo a la produccioacute;n en favor del sector lechero de Tarija. En ese sentido  en base a la visita realizada  se ha preparado el siguiente Plan de Accioacute;n cuyo Objetivo Principal es desarrollar un portafolio de servicios para la puesta en marcha de las operaciones de esta organizacioacute;n. El plan de accioacute;n seraacute; ejecutado por Agriterra y el presupuesto del mismo (Anexo 2) seraacute; financiado por RVO con aporte de FEDEPLET. Profesionalizar FEDEPLET a traves de contar con un plan estrategico de largo plazo  gestion financiera en orden y el desarrollo de un portafolio de servicios  con ello FEDEPLET sera una organizacion formalmente registrada que genera valor a sus socios y  asegura su permanencia en el largo plazo. Este es un proyecto de 12 meses  iniciando en junio 2019 y finalizando en junio 2020Las actividades a realizar en el periodo del proyecto son las siguientes:2019-  Anaacute;lisis Organizacional-  Desarrollo del Portafolio de Servicios-  Asesoramiento empresarial2020-  Plan Estrateacute;gico 2019-2023-  Actualizacioacute;n de los documentos de constitucioacute;n de FEDEPLET.-  Asesoramiento empresarial de Agriterra - Capacitacioacute;n:  Participacioacute;n de 4 representantes al Taller de Gestioacute;n Financiera Baacute;sica- Intercambio:  Gira de intercambio para conocer modelos de gestioacute;n exitosos en el aacute;mbito local.
Mise à niveau de la gestion financière de la coopérative CPNCK <p>La CPNCK (Coopérative des Planteurs et Négociants du Café au Kivu) est une coopérative de producteurs de café arabica  fondé en 2010 et basé à Ngula  sur l’ile d’Idjwi  en RDC. Environ 3 800 producteurs sont membres et livrent leur café  mais la majorité n`a pas terminé de payer ses parts sociales. </p>

<p>CPNCK forme les caféiculteurs  fournit des intrants  produit des plants  achète la cerise et fait le lavage. L’organisation possède six micro-stations de lavage et commercialise le café par exportation. </p>

<p>En 2014 CPNCK a vendu 40 tonnes de café ordinaire. La qualité du café est reconnue grâce à la localité  la méthode de production et le dépulpage mécanique et pourrait accéder au marché de café de spécialité. La gestion de la coopérative dépend encore beaucoup de projets mais les leaders veulent développer davantage l’approche commerciale afin de s’autogérer.</p>

<p>Il y a encore beaucoup à faire à la CPNCK entre autre sur le plan juridique  administratif et financier. Mais la coopérative est ambitieuse et l’équipe de gestion et les leaders sont prêts à apprendre : fidéliser les membres  libérer les parts sociales  professionnaliser la gestion  rendre la gouvernance transparente  suivre la qualité du café  accéder au marché de café de spécialité  construire 10 autres stations de lavage  &hellip; il y a également des plans pour une usine de déparchage. Un plan stratégique et un business plan global de la coopérative sont nécessaires d’urgence pour déterminer les axes d’orientations et évaluer la viabilité économique des différents projets.</p> <p>- 2016: upgrading the financial management of CPNCK and assure audits done for 2014 and 2015<br> - This is a condition for further actions in 2017 focussed on marketing  internal capitalisation  etc.</p> <p>Avant Agriterra s'engage vraiment à CPNCK  c'est necessaire la coopérative améliore ses états financières. Les activités dans le plan d'action pour la période august-decembre 2016 sont vocaliser sur la gestion financière.</p>
Indonesia - Scoping missions and assessments 2017 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. 
Agriterra has the ambition to quickly build up a client portfolio in Indonesia. Within the coming years we hope to expand  also due to increase of staff  to support 25 cooperatives by 2020. To achieve this goal  taking into account that part of the current clients will exit  scoping activities and company assessments have to be conducted. The underlying project aims to facilitate scoping missions as well as missions for company or organisation assessments in Indonesia in order to build up a client portfolio of producer organisations and cooperatives with sound development potential and that are in demand of the services Agriterra is able to render.
Development of VePEAG Business Unit VEPEAG has a membership of 382 and had a strategic workshop last year to develop a more practical plan for collaboration with Agriterra to help in strengthening the organization. In the developed strategic business plan  VEPEAG wants to establish income generating services and an independent business unit within the organization by 2025. The business unit will focus on professionalizing the production and collective marketing of quality vegetables by the members of VePEAG. The business unit will supply members with quality inputs (e.g. seeds  extention services) and support in the collective marketing of the produced quantities. This year the organization would like to develop a clear business case for the business unit  perform a survey and market feasibility study  for the choosen vegetables for the local and export market. Besides that VePEAG would like to perform a first collective production and marketing pilot of one crop within 2020. The goal is to develop a business plan for the VEPEAG business unit and develop a marketing plan for trading and sales of vegetables The focus of the project is to concentrate on the one of the aspect of the strategic business plan developed in the first year. VEPEAG would like to establish a business unit where trading of vegetable for the local market and exportation can be done. Currently  the association does not have a defined business case and marketing plan yet. The project plan is to assist VEPEAG draw a defined business case and marketing strategies
Leading organic rice producer The results and progress of the Cooperative business in 2018  cooperation results between The TTAC and Agriterra 2018  the recommendation of market research in 2017  business plan performance in 2018 pointed out that  in 2019 and 2020  Toan Thang cooperative should improve the organic consumption rice business and set up their business strategy for all other services of the Cooperative such as fertilizer  rice seed  medical plant  ...to ensure the growth of the cooperative organizationally and economically to provide input and out put services and part-time job creation to its members and become a leading supplier of organic consumption rice and rice seed in the North of Vietnam. The Toan Thang Cooperative will develop organizationally and economically to provide  input and out put services to meet 100% need of its members and become a leading supplier of organic special consumption rice in the North of Vietnam. Project plan 2019:1. Improvement production technique of organic consumption rice for Coop members2. Improvement organsation structure and transperency financial management for coop member commitment3. follow-up action plan after advisory mission A.14. Advisory mission: 3 -5 year Strategic business planning5. participate in My.coop or Financial Management training events and Participation in Marketing Management training and internal capitalization organised by Agriterra Project plan 2020:1. Improvement business results of TTAC (marketing  product quality  business plan  feasibility study  networking  …) for Toan Thang Coop   2. Improvement organisation structure and transperency financial management  human resource management to ensure the trust and commitment of members ...3. follow-up action plan after advisory mission A.1 and youth council operation support4. Participation in Financial Management training or internal capitalization training event and youth master class organised by Agriterra
scopings  assessments and audit services in Kenya all scopings visits  cooperative and organisation assessments and audit services related to Agriterra supported projects can be registered under this project for 2019 Identification of 4 new client organisations and preparing for cooperation
External project audits realised of project gt; 5.000 Euro on an annual bases   Identify new clients to work with 5-10 Scoping (visits and hours registered)
4 assessments for "regular" Agriterra programme
Costs / hour registration for project audits (Agriterra support to project gt; 5.000 Euro in 2019)
Servicios ganaderos y sistemas de gestión de FEGABENI La Federación de Ganadero del Beni y Pando (FEGABENI)  fue creada por el Primer Congreso Constituyente Ordinario de Ganaderos de Beni y Pando  el 20 de agosto de 1968. Se organizó en base a la estructura existente de la Sociedad Rural del Beni. Es la Organización gremial  constituida por todas la asociaciones de ganaderos de los Departamentos de Beni y Pando. Es una institución de derecho privado con personalidad jurídica reconocida mediante Resolución Suprema No 149397 de 22 de mayo de 1969. Aglutina a 31 Asociaciones provinciales de ganaderos. El objetivo audaz de FEGABENI es incrementar los ingresos a través de la prestación de actuales y nuevos servicios para el sector ganadero que permitan mejorar su salud financiera. En el ejercicio 2015 la Federación cerró con un déficit financiero de Bs. 400.885 y se prevé que en el ejercicio 2016 también cierren con un importante déficit económico. El Proyecto busca revertir la actual situación financiera de FEGABENI  fortaleciendo su actual portafolio de servicios  estableciendo alianzas con el sector financiero para ampliar servicios remunerados. Al interior de la organización se planea modernizar el sistema contable para que opere con centros de costos. Por último  mejorará los canales de comunicación y aplicará TICs para comunicación efectiva a las Asociaciones afilizadas y promover fidelización. BHAG
Hasta diciembre de 2017 contribuir al incremento de ingresos de FEGABENI en al menos 39% respecto al ejercicio de 2016 Propuesta de modificación de Estatuto Orgánico de Fegabeni 2017Plan Estratégico 2018-2022 formulado  socializado y presentado en Directorio Ampliado 2017Incrementar el número de seguidores de redes sociales en un 40% (promedio redes sociales combinadas)Distribución de 2 boletines en 2017  con una distribución de 500 ejemplares. Con sponsor que cubran el 70% de los costes variables de impresión y distribución de cada boletinDesarrollo de dos manuales técnicos para capacitación al ganaderoPágina web operativa y actualizada Propuesta de modificación de Estatuto y aporte extraordinario reflejado en actas del Congreso ExtraordinarioDesarrollo del Portafolio de servicios de FEGABENI con la perspectiva de operativizarlo a través de una Sociedad mercantilNegociación con el Banco Ganadero  otros bancos y EIF para prestación de serviciosDesarrollo de un software contable con módulos específico para Fegabeni y la formación específica y la adquisición de dos equipos de computación (PC)Saneamiento de las cuentas de orden de los Estados FinancierosElaboración  socialización y aprobación del Manual de procedimientos y ReglamentoPrograma de capacitación técnica para ganaderos de base a través de las Asociaciones