By Bob Aston and Sam Nzioka
Arid Lands Information Network (ALIN)
in partnership with Netherlands Development organization (SNV) convened capacity
assessment training on 29th and 30th April 2014 for the
management committee of Laikipia Produce and Marketing Co-operative Society.
The main goal of the capacity assessment was to understand the interventions
needed so as to address the gaps.
The training which was attended by ALIN
deputy Director and SNV governance advisor on PG-HGSF reflected on micro and
macro factors that influence the performance of a co-operative. It focused on
issues that need attention and the stakeholders involved. It also identified
some gaps and ways of addressing them as well as identifying priority
areas of intervention.
Leah Njeri, a governance advisor on
PG-HGSF with SNV urged the co-operative to know their competitors well so as to
restructure their services and provide what others cannot. She said they should
learn what makes their business enterprise different and maximize on it.
Leah addressing LPMC management committee members |
Anthony Mugo-ALIN Deputy Director
urged the co-operative to ensure they give farmers value for their money. He
said they should improve the quality of services provided in order to gain
trust of members.
Participants looked at some of the
co-operative objectives like; To improve economic welfare of members, to link
farmers to markets and other business opportunities, to train and build capacities
of farmers to adopt good agricultural practices, to increase access of quality,
quantity and timely farm input supplies to farmers, to maximize profits by
adding value to produce and to improve financial base of the cooperative and
services to farmers.
“Structures follow strategy. If the
strategies are clear, understanding the skills gap will enable the cooperative
to pull somebody from the members to come in and support. There is need to go
for low hanging fruits,” said Leah.
Participants also clarified their
missions. These included; Source for better markets, provision of inputs
(seeds, fertilizer and agro-chemicals), value addition, training and capacity
building for producer groups, establishment
of financing and welfare and agency
banking.
“The cooperative needs to open up and
go for the service provider who gives them value for their money and offers the
best terms for business environment. Instead of borrowing money, the
cooperative can improve their working capital base so that they can remain in
business,” said Anthony.
The participants agreed that it would
be important for the co-operative to recruit a staff member. The objective of this
will be to allow the person to push the business part of the cooperative and to
implement the business plan.
“SNV will support in employing a
staff member and buying some equipment’s through technical funds. Some jobs can
be outsourced like hiring somebody with book keeping skills to reconcile
account books and do the trial balance,” said Leah.
Leah added: “There is need to also
set targets which need to be clear from the action plan. There is also need to
have systematic processes and accountability within the cooperative,”
The co-operative committee members agreed
that there is need to look for a person who has business skills background and
who can perform. This will make the cooperative start on the right foot. They
also agreed to have transparency and accountability during recruitment process
and the person recruited should work towards delivering his or her terms of
reference.
“It is important to bring somebody on
board so as to keep the momentum and not to leave a vacuum that will make the
cooperative move back. There has to be
continuity,’ said Anthony.
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