A farmer organisation should not be dependent on
donor funding but rather on members contribution with as little as 10
per cent coming from donors or government.
It should promote gender equity and democracy in its leadership and all activities.
It should endeavour to promote its members from
individual subsistence farming to entreneurship, value addition, and
higher levels on the value chain.
A farmer organisation should encourage proactive
communication and ensure members are well informed about new
developments, prices, markets, and challenges, if any. There should be
information flow and experience sharing between members.
The organisations should be specific and commodity based instead of being generalised.
Members should avoid forming cliques that are
opposed to resolutions made in general meetings. As much as possible, a
farmers’ organisation should stick to its constitution and by-laws. The
members should respect elected leaders and technical staff; in the event
of any crisis or conflict, they should strive to sort them out without
outside intervention.
All members should meet their obligations such as
timely payment of subscriptions or loan installments, and reporting
punctually for meetings.
Farmer organisations should promote a team
culture, honesty, and good governance and should abhor divisions and
discrimination based on political and religious affiliation or
ethnicity.
The leaders should be transparent and accountable
to the members, and should organise regular meetings, where everybody is
given equal opportunity to express their views about any issues
concerning their organisation.
The leaders should be ready to let others take over leadership when their term expires
No comments:
Post a Comment