1. Vision Vision ''Empowered Kenyan farmers with a strong voice” Mission Mission "To empower its members to make informed choices for improved sustainable livelihoods ". "To empower its members to make informed choices for improved sustainable livelihoods ". The “Farmers Voice” KENYA NATIONAL FEDERATION OF AGRICULTURAL PRODUCERS (KENFAP) PRACTICAL ROLES AND CHALLENGES OF FARMER ORGANIZATIONS IN DEVELOPING COUNTRIES. Presented By. Mr. Nduati Kariuki. National Chairman- Kenya National Federation of Agricultural Producers (KENFAP). Chairman - Agricultural board- Kenya Private SectorAlliance (KEPSA)

2. A.DIFFERENCES BETWEEN FARMERS ORGANIZATIONS IN DEVELOPED COUNTRIES TO THOSE IN DEVELOPING COUNTRIES. Developed CountriesDeveloping Countries 1. Mainly commercial, medium to large scale. Beyond subsistence. 2. Average to high education levels. 3. Fair to good infrastructural networks e.g. roads and power. 4. Well organized marketing systems. 1. Few large and medium scale, mostly small scale many still subsistence. 2. Mainly low to no education. 3. Mainly poor to non existent infrastructure. 4. Mainly poor marketing systems.

3. Continuation……….. Developed CountriesDeveloping Countries 5. Easy Access to information. 6. Easy access to finances. 7. Ability to pay for services given by the farmer’s organizations. 8. Mainly specialized farming. 5. Poor access to information but improving fast in most areas. 6. Mainly fair to impossible access to finances. 7. Poor to no ability to pay for the services. 8. Multicultural farming (mixed farming)

4. B.What roles are expected of farmer’s organizations in developing countries? Membership expectations to their organizations:- To sort out most of the problems noted above that distinguishes them from farmers in the developed countries. To sort out most of the problems noted above that distinguishes them from farmers in the developed countries. Lobbying and advocacy on policy matters, infrastructure and marketing. Lobbying and advocacy on policy matters, infrastructure and marketing. Organize Markets. Organize Markets. Organize access to information. Organize access to information.

5. Continuation of membership expectations………… Assist in getting phones. Assist in getting phones. Occasionally deal with personal problems of members. Occasionally deal with personal problems of members. Do all the above without asking farmers to financially contribute or they contribute very little. Some how find money to do all those things. Do all the above without asking farmers to financially contribute or they contribute very little. Some how find money to do all those things.

6. C.Challenges:- The membership is poor and sometimes ignorant. They are unable or sometimes unwilling to pay for the upkeep of their organization. This results to:  Having poor administration. Cannot afford reasonably employed secretariat.  Sometimes the elected officials run the secretariat as volunteers. This is dangerous and sometimes not sustainable.  No common structure and clearly defined responsibility.  No expertise.  Dependence on donors some who may have their own agendas.

7. D.Types of Farmer organizations and their viability. D1. Lobby Groups-Their core function is to lobby for better policies, government assistance to farmers, infrastructure, markets prices, access to inputs, access to finances and representation. Challenges. Farmers in developed countries understand the vital role of lobby and advocacy and are willing to pay people to do just that partially representing them in policy foras locally, regionally and internationally. Farmers in developed countries understand the vital role of lobby and advocacy and are willing to pay people to do just that partially representing them in policy foras locally, regionally and internationally. Farmers in Africa are however unwilling to pay people or organizations “They just make noise” unless it is bringing visible, tangible, immediate benefits. Farmers in Africa are however unwilling to pay people or organizations “They just make noise” unless it is bringing visible, tangible, immediate benefits. For example: Effective lobbying against increased emission of Carbon Dioxide and thus creating the green house effect may be lauded in the West but will not win you accolades among the farmers in developing countries.

8. D2. Co-operatives and Producer Groups. These are more acceptable and understood in developing countries they are either lauded or ridiculed or looked upon with suspicion depending on their ability to produce quick and tangible results. Challenges. Lack of start up capital to start off well with, before they earn trust of their membership Lack of start up capital to start off well with, before they earn trust of their membership Lack of capable secretariat. Lack of capable secretariat. Lack of good financial systems. Lack of good financial systems. Lack of good marketing systems. Lack of good marketing systems. Lack of managerial skills. Lack of managerial skills. Political interference. Political interference. Diversity of production / lack of quality and quantity of produce. Diversity of production / lack of quality and quantity of produce.

9. This seems to be the more acceptable form of farmers’ organizations as it combines the role of lobby and that of service provision. Reasons: 1. The lobby function gives it political muscle and limelight. 2. The service function gives it legitimacy in the eyes of the members as tangible benefits are visible. 3. If properly organized, the service functions can also be a source of income to partially support the organization. 4. In order to be successful the services offered must be one that farmers are prepared to pay for e.g. marketing including aggregating of products for quality. - Aggregating, sourcing and supply of inputs. - Running a savings and credit organizations. D3. COMBINATION OF LOBBY FUNCTIONS AND SERVICES FUNCTIONS- NATIONAL UMBRELLA FARMERS ORGANIZATIONS.

10. 5. It is important that the organization has membership structures from grassroots to the national level. 6. Lobbying is shared by the various levels of farmer organizations’ lobbying with their level at the government. 7. The national farmers’ organizations should be able to represent all sectors of commodity organization son cross cutting issues while allowing specific commodity issues to be sorted by the commodity organizations. 8. The umbrella national organization will normally nurture the new commodity organization in capacity building until they are able to stand on their own. In other instance, some commodity organizations will have been there longer than the umbrella organization.

11. E. COMMERCIAL ACTIVITY A farmer organization may find it necessary to engage in business for the sake of sustenance. This is however best done by establishing a completely different structure in form of a company, whose shares are however owned by the farmers’ organization, but managed separately. This company can offer commercial services to other farmers who are not members of the FOs. Such commercial activities include:- Import and supply of inputs and equipments. Import and supply of inputs and equipments. Marketing of products. Marketing of products. Insurance. Insurance. Financial services. Financial services. Products letting. Products letting. Many farmers’ organizations in developed countries have very successful business companies or co- structures. It is however important to make sure that such institutions do not diversify too much from the core objective of supporting farmers.

12. KENYA NATIONAL FEDERATION OF AGRICULTURAL PRODUCERS (KENFAP) ( UMBRELLA NATIONAL FARMERS ORGANIZATION) STRUCTURE NATIONAL COMMITTEE Commodity Organizations Secretariat CEO & National Secretariat AREA/COUNTY BRANCHES County Coordinators/Staff County Commodity Organizations County Committee Local Area Committee County Cos’ Secretariat County Agricultural Officer, District Agricultural Officer. Location Chief, Asst. District Agricultural Officer NATIONAL COMMODITY ORGANIZATIONS Local Area Branches Cabinet, Ministry of Agriculture

13. THANK YOU