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Building Strong Farmers' Organizations: Key Indicators for Capacity Development

Explore the profile of a strong farmers' organization based on leading indicators, including visibility, credibility, management tools, and external accountability. Learn about the expectations and support needed for farmers' organizations to enhance their economic activities and market integration initiatives.

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Building Strong Farmers' Organizations: Key Indicators for Capacity Development

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  1. TITLE

  2. What capacities? ... the “profile” of a strong farmers’ organisation based on 8 leading indicators (facts + opinions)

  3. Visibility and credibility • Management tool • External accountability

  4. Farmers’ organisations have been questioned on development aid practices. Farmers’ organisations expect • more support for their operations, not only for their capacity building. An increasing number of farmers’ organisations have the capacities to act and to scale up services to farmers. • more support for their economic activities and for vertical market integration initiatives. Farmers’ organisations regret that donors seem to be risk averse and avoid support for producer organisations in their role as private sector actors. • support for their own plans. No blueprints for what they should do. • support mechanisms in a long-term perspective, beyond the one project or one programme approach.

  5. Capacity Building of producer org Operations or services by producer org

  6. Deliverables for work area I Organisational strength and inclusiveness 1. FO’s policies and strategies prepared with members’ participation 2. Well-managed human resources and adequate facilities 3. Solid financial management and transparent information 4. Democratic governance and active and informed members 5. Well-functioning local farmer groups 6. Empowerment of youth, woman and specific vulnerable groups Deliverables for work area II Institutional development 7. Influential partnership positions with relevant stakeholders 8. Formal cooperation with public and private decision-making bodies

  7. Deliverables for work area III Policy elaboration and advocacy 9. Strategic positions on policy decided in participatory way 10. Positions with other organizations of family farmers on food security 11. FO communicates on policy positions 12. Policy positions in national strategy documents Deliverables for work area IV Farmer-led economic development 13. Fair access to land, water, credit and other resources for members 14. Improved services to increase members’ agricultural production 15. Improved processing services for members’ production 16. Improved product marketing 17. Development of farmer-led rural enterprises services.

  8. 17 deliverables 105 measurable targets baseline result

  9. Deliverables for work area III Policy elaboration and advocacy 9. Strategic positions on policy decided in participatory way 10. Positions with other organizations of family farmers on food security 11. FO communicates on policy positions 12. Policy positions in national strategy documents Deliverables for work area IV Farmer-led economic development 13. Fair access to land, water, credit and other resources for members 14. Improved services to increase members’ agricultural production 15. Improved processing services for members’ production 16. Improved product marketing 17. Development of farmer-led rural enterprises services. Deliverable > Measurable targets > Means of verification > Baseline > Result

  10. Competences = Deliverables 1 Visibility and credibility2 Management tool3 External accountability

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