Improving Institutional Capacity:
Strengthening Farmer Organizations in the OIC Member Countries
44
3.2.1. Performance of the CCPA
The performance of the CCPA can be assessed by using the Farmer Organization Scoring
Tool. Scores are given out of 1.0, and category scores are a weighted average of the
component scores (where weights are based on the total number of points in each
category). As shown i below, the CCPA performs well in Business Fundamentals
and Governance, and less well in service provision.
Table 12: Performance of the CCPA on key dimensions 65
Organizational Setup
(74 points)
Aggregate Score Impact capacity
(51 points)
Aggregate score
0.62 0.47
Governance (33 points) 0.64 Strategic Potential (6 points) 0.67
Organizational structure 0.87 Overall Strategy 0.67
General Assembly 0.50 TA and Other Services (41 pts) 0.49
Communication 0.33 Market Access 0.38
Business Fundamentals
(27 points)
0.59
Access to Inputs, Equipment, &
Infrastructure
0.30
Financial Planning and
Management
0.58 Transportation and Storage 1.00
Resource & Revenue
Generation
0.25
Financial Services 0.38
Meeting Member Needs 1.00
Human Resource
Management
1.00
Advisory and Knowledge Services 0.75
Advocacy, Policy & Collaboration 1.00
Systems and
Infrastructure
1.00 Economic Gains (4 points) 1.00
Representation (14
points)
0.64 Productivity 1.00
Accountability 0.64 Quality & Value Addition 1.00
Figure 9: Relative performance of the CCPA on major dimensions (out of 1.0)
65 This table is calculated based on the answers to and scoring system of the Profiling Tool shown in Annex 2, as given to the
authors by CCPA leadership during an in-country visit to Senegal in October 2014.