Improving Institutional Capacity:
Strengthening Farmer Organizations in the OIC Member Countries
60
clearly not a sufficient condition for successful cooperation. 87” FOs that enjoy the buy in and
trust of its members tend to perform better. Strategies to build this cohesion include:
 promoting membership homogeneity in terms of socio-economic status and cultural
values
 ensuring the size of the FO matches the organizational abilities of its members
 ensuring that the FO’s services reflect the demands of its members and are matched by
the its ability to deliver
 ensuring that the FO is able to identify and undertake activities that make good
business and commercial sense
 building the FO’s self-reliance and autonomy to prevent domination from outsiders
(e.g. government, donors and NGOs) in pursuit of their own agendas, and
 avoiding long-term dependence on outside donor support and guidance.
Financial stability is also crucial to FO development, as it ensures the organization to be able
to operate autonomously and to invest in long-term objectives. Strong FOs are able to access
credit and build capital. Especially in initial stages, FOs must be able to mobilize funds and
labor in specific communities. FOs can be strengthened in this manner by providing them with
input on credit (payable during the main harvesting seasons), which allows the FO to
distribute timely inputs to farmers and validate members’ decision to join.
Educated/skilled membership. A farmer organization’s members should broadly possess a
level of skill and/or education in order to take on the financial and business management tasks
required to run an FO, and in order for members to contribute effectively to the governance
and long-term sustainability of the organization. In return, the FO should provide strong
incentives for members to participate in decision-making and service provision. FOs can be
strengthened by help that develops their capacity to enact skills, training and mentorship
programs, to ensure an active, informed, and participatory membership.
Good governance. Successful FOs are managed by leaders who are accountable to
membership and operate the FO within the framework of strong and reasonable legislation.
FOs need support at two levels to achieve this: First, at the organizational level, which lays the
groundwork for good day-to-day management. Second, at the strategic level; a solid focus
originating from credible leadership enables FOs to target their efforts and achieve their goals.
Resourceful/effective outreach. For many communities where farming activity is scattered,
providing extension and other services directly to farmers is often logistically difficult and
costly. FOs can circumvent such challenges if they (i) are set up to effectively channel extension
and research to farmers, and (ii) deliver services to farmers grouped by location. In Ghana, the
Ministry of Food and Agriculture does this by organizing periodic, local field farmer rallies at
which information is disseminated and problems identified for further research. In order to
effectively execute such a system, however, FOs require investment in the education,
professionalism, and capacity of staff, in order to prevent or correct corruption,
mismanagement and conflict. They also require appropriate government policies and services,
and can be supported in lobbying for such.
87 Stockbridge, David, et al., “Farmer Organizations for Market Access: An International Review”, 2003.