devinitorg/iati-policy-markers huggingface dataset:
Mejorando el nivel de representación y la prestación de servicios socio-empresariales <p>AVA ha iniciado en el 2014-2015 un proceso de fidelización con sus cooperativas socias  y en ese período se han realizado acciones que han llevado a AVA a ser reconocidas por sus afiliadas (cooperativas y asociaciones productoras de cacao) y dado inicio a una trayectoria de fortalecimiento  en el 2015 se logró elaboración del plan estratégico institucional con participación de las cooperativas  se modificó los estatutos se diseño un plan de autosostenibilidad financiera  y se inició la prestación de servicios socio empresariales.</p>

<p>Durante el 2016 se trabajará en consolidar el trabajo iniciado en el 2015  principalmente la implementación del plan estratégico y plan de auto-sostenibilidad financiera.<br>El objetivo principal es: Mejorar la imagen y el posicionamiento institucional de VERDE AMAZÓNICO e iniciar el proceso de su autosostenibilidad financiera  generando recursos económicos para la operación del primer trimestre del próximo año (2017). </p>



<p>Algunos de resultados a alcanzar serán:<br>1. se ponen en marcha 03 Pilares de la autosostenibilidad financiera de AVA  generado un ingreso económico de S/ 55 000 para la sostenibilidad financiera de AVA<br>2. AVA lidera la convocatoria y realización del Encuentro Regional del Cooperativismo  que se celebra en mérito al Día Nacional del movimiento cooperativo del Perú<br>3. Se validan 03 herramientas y/o metodologías para el fortalecimiento de las organizaciones socias (Promotores Cooperativos; Registros de Finca y SIAVA)</p> <p>Mejorar la imagen y el posicionamiento institucional de VERDE AMAZÓNICO e iniciar el proceso de su autosostenibilidad financiera  generando recursos económicos para la operación del primer trimestre del próximo año (2017).</p> <p>Con las acciones planificadas para el 2016 se espera dar pasos importantes en tres temas:<br>1. Prestación de servicios a las cooperativas de AVA: acceso a fondos para las socias a través de la elaboración de propuestas de proyecto y planes de negocios. <br>2. Generación de ingresos que permitirán financiar por lo menos 3 meses de los costos operacionales de AVA en el 2017. Se pondrá en marcha las acciones definidas en el plan de auto-sostenibilidad. <br>3. Dar los primeros pasos para que AVA tenga una representación fuerte a nivel Regional. A través de la trayectoria FACT de Agriterra.<br>4. Validación de tres herramientas metodológicas y puesta en marcha por las socias de: My Coop  Manejo de registros de la finca y Sistema de información SIAVA. <br>14 organizaciones/ cooperativas de productores de cacao participaran activamente de las actividades  alrededor de 5683 socios de los cuales 570 son mujeres  y 703 jovenes.</p>
Acting Now Rwanda Africa is currently facing severe food insecurity, with low agricultural productivity being one of the root causes. Factors such as limited access to quality inputs, inadequate extension services, lack of finance, and post-harvest handling issues contribute to low agricultural productivity. Food insecurity is exacerbated by economic, political and demographic shocks, including the war in Ukraine, which has caused rising food and energy prices and lower yields in 2022. Climate change further intensifies food insecurity, with extreme weather events such as droughts and floods impacting crop and livestock production and access to markets. Conflict and insecurity are also major drivers of acute food security issues, leading to population displacement and disrupted livelihoods, depriving people of income sources. Action is needed to relieve acute food insecurity, whilst at the same time structurally transforming food systems. Farmers’ Organisations and its member farmers play a critical role in obtaining this, as they contribute not only to food production, but also to sustained economic growth and climate change mitigation. The Acting Now for Food Security and Resilient Food Systems programme, with funding from the Dutch Ministry of Foreign Affairs (specifically IGG), builds upon its existing strategic partnership with DDE by reinforcing and expanding its efforts on food security, contributing to a more measurable impact on SGD 2 (Zero Hunger). It contributes to improved food and nutrition security (FNS) at the individual farmer level and fosters systemic change in the food system through a total of 82 Farmer Organisations in Burkina Faso, DR Congo, Ethiopia, Ghana, Kenya and Rwanda. As per Agriterra’s core business, Acting Now will work with and through Farmers’ Organisations and cooperatives to build resilient food systems and to make a sustainable change in the lives of smallholder farmers and their communities. Key Activities Acting Now aims to boost productivity, improving incomes and sustainable land management practices through the following key activities: - Trainings and peer-to-peer activities on FNS related topics, such as Good Agricultural Practices (GAP), Regenerative Agriculture, productivity increase at specific value chains and production of compost and bio-inputs. - Establishment of demo plots to promote and train farmers on new or improved farming practices and technologies. - Offering sustainable services through a tailored approach per country that ensures access to seeds, fertilisers, planting material, agri-inputs and extension services. - Strengthening extension services by co-financing the salary of extension officers and agronomists at the FO through Agriterra’s Jobs Jobs Jobs approach - Co-financing investments and innovations to boost agricultural productivity and food security. Placeholder text Farmer Organisations and its member farmers
Vers une amélioration financière et la bonne gouvernance UCADI is an apolitical peasant organization created on March 13  2008 on the initiative of a few legal persons  managers of local development initiatives  ILD  mobilized and committed so that the objectives of the process of sustainable human development in rural areas are reached. UCADI started with many sub-cooperatives in various sectors  but decided to vocalize on the value chains of Rice and Corn in 2014. UCADI is located in Uvira  province of South Kivu in DRC  near the border with Burundi. The year 2019 with the rice project (18at-8092) UCADI had delivered 450 tonnes of rice to Bralima Bukavu and this year 2020 in the second phase of the rice project (20at-8529)  UCADI will deliver 760 tonnes of rice in s '' relying on its 6 cooperatives scattered in the plain of Ruzizi. UCADI continues to professionalize and to professionalize the cooperatives that constitute the union and for this year it will deliver a larger quantity of rice to Bralima Bukavu than last year. Organiser un audit des états financiers de 2019Organiser des rencontres entre les membres des organes (CA  CS et AG)Installer les champs écoles paysansSuivre l'adoption de la GIFS dans les champs des membres.Restituer des formations sur la gestion financière  gestion de la coopérative  gouvernance avec les agents et autres membres de la coopérative.Organiser des rencontres d'affaires sur le contrat Bralima au début pour fixer les objectifs et à la fin des livraisons pour l'évaluation du niveau de réalisation de ces derniersSensibiliser des membres des organes à intégrer les jeunes dans la coopérative : Sensibiliser des jeunes à intégrer la coopérative  tenir les rencontres avec les membres des organes  revisiter le texte.Appuyer les coopératives dans l'acquisition des outils de gestionOrganiser une journée porte ouverte
Expanding volume and scale <p>Company assessment was conducted in January 2016. The conclusion:</p>
<p>It is advised to start up the collaboration between Agriterra and CDDCU by offering CDDCU conditional support for a 12-month period after signing the agreement. Proper evaluation will need to be done after this period by both parties to determine whether they wish to continue the collaboration or not.</p> <p>1. Increase milk production </p>
<p>2. Professionalize management of the cooperative</p> <p>Agreed action plan will address and strengthen the business case:</p>
<p>Looking at the dairy market landscape in Zambia  expanding CDDCU’s current activities on milk processing seems a good opportunity to improve its profitability. Key concern is volume and scale  raising questions on competitiveness. Secondly  the monopolised position of Parmalat and the dependence of CDDCU on milk off take by Parmalat introduces risks  especially in the wet season. A backup plan needs to be in place in case Parmalat would stop any milk off-take completely.</p>
<p>Higher milk production by its members to support CDDCU ambitions needs to be supported by increased activities in the area of fodder cultivation and harvesting  feed management  animal husbandry and AI services.</p>
<p>In order to start large scale processing  a business plan needs to be developed  covering marketing plan  processing requirements  funding etc. When CDDCU wants to enter into large-scale processing  significant investments are required in machinery and equipment.</p>
<p>Capacity building of the CDDCU organization is needed to facilitate the process of moving into a new area  both for staff and board. Separation and clear description of roles & responsibilities are required  as well as strengthening of steering and monitoring by the Board of the staff.<br>Financial management  record keeping  reporting and inventory management are insufficient to support large-scale processing at this moment and will have to be strengthened.</p>
Market Development: acquisition activities  external consultancies used From 2019 the Market Development Team has an additional target to support management  regional and national teams in coaching and support outside of headquarters. Also the idea is to sometime hire external proposal writers for complex and big calls for proposals or tenders when capacity in-house is limited due to heavy workload or a specific expertise which is lacking. In the project the market development team planned to conduct ... activities in form of attending workshops  conferences  team meetings and/or field visits. Additionally a lump-sum amount of ... can be used for consultancies.
Redefining the Strategic direction  setting up a sustainable HR structure Joinas Sacco has been one of the best performing SACCOs in the Agriterra portfolio  having achieved quite a substantial growth in the recent past. In the last period  the focus was developing innovating farmer products. Due to great achievements done in the past years  it was agreed that the client would be phased out from a client to a partner. However  due to the political situation in the previous year  the sacco was negatively affected by this leading it to loss making. It was therefore agreed that Agriterra will support the Sacco for another year to ensure that it is financially sustainable and sustinable before enventual phase-out. The Focus of the currebt AP is therefore to re-define the Strategic Direction by development of a Strategic plan. Additionally  Agriterra will support Joinas in Developing a sustainable HR structure that suits their needs. 2018: Re-define the Strategic Direction by development of a strategic plan an sustainable HR structure Develop   a new 5year Strategic Plan clearly defining the next growth trajectory
       Organize a joint forum for the Board of Joinas and Kiambaa:   Working together
       Training of staff-members
       Setting a Farmer-Advisory partnership with Kiambaa Dairy in loan   products
       Follow-up Supervisory Board Training
        HR Mission on developing a sustainable Organization Structure
COVID-19 Support Hours Vietnam 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
Internal Capitalisation for establishment of Seed cleaning machine BHAG: engaging semi processing agricultural crops and 300 tractors deployed in the Union district. Admas Injibara Union was established on December 5  2004  in the city of Injibara. The union is active in 12 districts (9 rural and 3 urban administrations). In total  75 primary cooperatives are a member of the Union and they represent 137.000 farmers. The Union is currently active in animal feed production  they are installing a plastic bag factory  and they have 7 tractors and 3 trucks for service provision. The biggest crop among members is maize  the Union is collecting maize but selling is difficult and no value is added.  2019 focus of the union changed to semi cleaning activities instead of maize value addition business. the business plan will be conducted this year for internal finance mobilization to establish a factory to clean different crops.  in 2019 Admas collected 6.24 million ETB through internal capitalization on their own motivation.   2020 focus: - - strength and professionalize union and marketing staffs  through Export marketing training - internal capitalization for establishing seed cleaning factory  - widen market opportunities via participation in an international trade fair 2020 project Goals * expand and diversify market opportunity via international trade fair and export * Internal Capitilaztion for mobilizing cash from members to  establish Seed cleaning smoking chimney * more market opportunities will be created by exporting oil seeds i.e. sesame and soya bean * Financial Management of the union will be improved through Basic FM training. non-finacial staffs are able to understand financial management and can support finance staff  close follow for reporting and decision makings will be made via updated financial information  * sense of ownership increase by members  relationships among Union-PC  Union-Farmer  PC-farmer will be improved via internal capitalization. * hiring of a consultant for machinery selection will be done.
Knowledge exchange in the potato value chain in Great Lakes Region The major capitalization activity is the potato week organised by UNSSPA and the steering committee of the farmers' organisations of the different countries. This activity create a platform of knowledge exchange between potato seed producers  research  international NGO's and international donors. Capitalisation of knowledge of seed potato of Farmers Organisations in teh Great Lakes Region (Burundi  DR Congo  Uganda and Rwanda)
Delivery of farmer focused strategies to expand financial Inclusiveness The project will in collaboration with SNV/TIDE project aim at improving efficiency in the way farmers interact with the Sacco  promote/extend financial literacy  listen to farmer's needs and assist the Sacco design products that suit farmer's production cycles whilst also improving and strengthening the Sacco's internal structures. The goal is to expand financial inclusiveness by offering farmer need tailored products and internal strengthening of the Sacco.   2018 Goal  Women and youth involvement Plus HR mentorship to activate the HR function at management level Rushere Sacco is located in Kiruhura District  Rushere town Council in the western part of Uganda  This is one of the operational districts for the SNV- TIDE project in support of the dairy farmers. The objective of the project is to improve the quality and quantity of milk per farmer to improve household income  Help farmers access financial services for the working capital they need. Kiruhura district is within the Cattle corridor and residents are mainly cattle keepers who are the primary focus group. The main product is milk  and here the key stake holders include the dairy farmers  the Sacco  the Board  the Staff of the Sacco  government  and SNV.   
The main project objectives are 
1) Promote financial inclusion within the Dairy Sector in the area  
2)  Promote access to finance by offering tailored products to suit farmer's operational cycles  3) Improve the internal control environment with the Sacco to strengthen it internally.  

The Measurable indicators would be 
1) Increase in number of dairy Farmers accessing Loans plus repeat/loan top up for existing dairy loan clients. 
2) The Loan costs compared to a competitor Sacco and Industry average
3) Change/Increase in Level of Savings by Dairy Farmers  
3) Improvement in the Control environment evidenced by external audit Report and staff perceptions. 

In Conclusion  the Sacco in the end  should be able to analyse their financial performance with clearer and measurable both financial and non financial indicators of performance  have a balanced capital structure in line with the overall vision. Have a database that links all farmers to build an MIS to be used as a management tool to speed up the loan appraisal process and reduce the time lag for receiving money. 
The Issue of gender inequality will be addressed by developing products that can be accessed by women groups and also promote access to support youth initiatives into the dairy sector.
Indonesia - Scoping missions and assessments 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. 
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. Scopings and assessments
support KDDC in improving and upscaling dairy processing <p>Kamdhenu Dairy Development Cooperative is a farmer led organization in the eastern part of Nepal with a dual membership model. Membership is open for primary cooperatives (45) and also for individuals (230). Members come from the entire supply chain of dairy products: dairy farmers & cooperatives for milk supply  staff members of the cooperative for processing & distribution and retailers for the sale to consumers. About 10.000 (small) dairy farmers are indirect members of the cooperative and deliver milk to the cooperative. <br>The cooperative provides two main services to the members: dairy processing and financial services. Since April 2016 a new Board of Directors and Audit Committee was elected. The daily operation is managed by a management team with both experienced and junior managers. Since April 2016  the previous Finance and administrative officer is taken up the position as interim general manager.<br>The current product portfolio includes milk  yoghurt  ghee  paneer  khoa and butter  selling around average 14.000 litres per day  with some seasonal fluctuations. Production of milk is around 14.000 liters per day  in line with the sales. Market opportunities are good . <br>The capacity of the current factory is 25.000 litres  large enough for the coming 2 years to handle the current production. Aim is to grow in two years time towards 22.000 liters a day. This will require cleaning up and rearranging of the current factory  requiring limited investments only. A clear strategy and focus on the implementation of the strategy will help KDDC to make a gradual grow and get ready for the possible next step: moving and expanding the processing factory after 2 years time.</p> <p>Support KDDC in preparing a strategic business plan and improve the financial management in order to improve and upscale dairy processing and marketing.</p> <p>The activity plan includes Advisory Services only  so no project budget needed. A Letter of Intent will be enough for this first action plan/contract</p>
Powering a decentralized production site of a Burkina Faso women's cooperative UGPPK est une coopérative de femmes qui transforme les amandes de Karité en beurre de Karité dans la zone de Banfora, Burkina Faso
Grow the cooperative potential in Quang Ninh Province The Quang Ning Farmers Union (QNFU) was established 85 years ago and represent almost 100.000 farmers in the province. Their vision is to protect the rights of the farmer and the Farmers Union (FU) takes the responsibility to train and to raise awareness on technical farming practices and related to government policies in the Vietnamese province of Quang Ninh. The FU is also the linking organization between the farmers and the government.
In order to get farmers organized in cooperatives  trust is essential. Farmers have to believe that the cooperative has an added contribution to increase income and to smoothen linkage to value chains. Cooperatives need to be strengthened in the province and different capacities/tasks need to be developed therefore. 
The QNFU needs to provide services that will be appreciated by cooperatives. This is the entry level of the action plan with QNFU. The actions selected that have the priority are:1. Raise awareness about added value of the cooperative model and increase knowledge about the potential of cooperatives at QNFU and cooperative level and broader farm level. 3 cooperatives will be selected to participate. 2. QNFU needs to develop services with added-value for cooperatives,3. Support trade promotion / marketing4. Linkage to Value Chains  it has been agreed that the involved cooperatives need to be better aware of their possibilities in the chain Development to a service provider for starting cooperatives and groups that want to transform to cooperatives. Project plan 2018:
Based on QNFU's mandate  the 2018 project plan will include 2 main areas:
1. Advocacy and lobby: rolling out FACT trajectory in Quang Ninh province
2. Business strategy: 
3. Awareness raising:
    a. Rolling out MyCoop for cooperatives in the province  and
    b. Rolling out the Cooperative Contemporary workshop for governmental supporting organizations 
Proposal 2016-2020: 1. Awareness raising of the cooperative model (partly done)2. Develop a structure for service provision by QNFU for starting cooperatives or groups transforming into cooperatives (in the cluster of 2 associations and 1 cooperative).3. Facilitation of marketing for associations and cooperatives (e.g. trade fair) sharing of opportunities with members. 4. Facilitate and coordinate a value chain analysis for 3 fruit products (cluster members).5. Support trade promotion through an event.