5. CAPACITY GAPS AND RECOMMENDATIONS FOR IMPROVEMENT ................................. 23
6. LIST OF APPENDICES ................................................................................................................ 27
Appendix 1: Capacity Performance Index Per Sub-County ........................................................... 27
Appendix 2: List of Participating FOs .............................................................................................. 29
ACRONYMS
ACRONYM DEFINITION
AGRA Alliance for Green Revolution In Africa
CBO Community Based Organisation
CPI Capacity Performance Indicator
ECAFO Enhancing Capacities Of Farmer Organizations In Eastern Kenya
FBO Farmer Based Organisation
FGD Focus Group Discussion
FO Farmer Organization
FOSCA Farmers Organization Support Center In Africa
FSP Financial Service Provider
GRADIF –K Grassroots Development Initiatives Foundation-Kenya
IPTT Indicator Performance Tracking and Reporting Table
M&E Monitoring and Evaluation
SHF Small holder Farmer
3 | P a g e
SP Service Provider
SSA Sub-Saharan Africa
ACKNOWLEDGEMENTS
GRADIF-K is deeply indebted to all the people who contributed to the successful and
timely delivery of the project monitoring report. Special thanks go to the Alliance for the
Green Revolution in Africa (AGRA) for providing financial support for the assessment and
entrusting GRADIF-K with this project. We express our gratitude to Mr. Eric Mwaura the
principal consultant and his associate Mr. Charles Nduhiu for leading the entire field study,
analyzing, editing and production of the final report.
Within the GRADIF – K family, gratitude goes to Ms. Jane Angela Mukami GRADIF-K
Project Officer for organizing the field visits and Mr. George Wanjohi, the Finance and
Administration Manager for ensuring that finances and related logistics were availed in time.
Special gratitude goes to GRADIF-K Board of directors for timely approval of the funds for
the assessment. We thank the team of enumerators – James Muia and Nicholas Mwirigi for
their role in field data collection and the Farmers Organizations who participated in this
exercise.
It may not be possible to mention all those who supported this work by name but
generally, we appreciate and acknowledge extensive support from all who contributed to
the delivery of this output in one way or the other.
Ms. Gladys Karambu Miriti
Chief Executive Officer (CEO)
February 2017
4 | P a g e
1. INTRODUCTION
1.1 About GRADIF-Kenya Foundation
GRADIF-K is a Public National Community Development Foundation founded in the year
2006 to support the improvement of life of disadvantaged and marginalized community
groups in selected poverty stricken and resource scarce areas in Kenya focusing more on
rural areas and urban slums. To promote effectiveness, wide reach and sustainability of
projects/programs, GRADIF-K works with organized, legally registered community groups,
structures and institutions of learning in the implementation of age-appropriate, rights
based, gender sensitive, cultural responsive and environmentally friendly community based
poverty reduction programs. All of the GRADIF-K programs are geared towards
contributing towards the Kenya’s Vision 2030 goals, realization of Millennium Development
Goals (MDGs) and Education for All (EFA), all in contribution to the realization of the
wellbeing of children and other key targeted groups in Kenya. The key broad areas of our
work include; Citizen Participation and Governance, Social Protection, promotion of
Economic Livelihoods and Organizational capacity development. GRADIF-K has a gained
wide experience in the implementation of outlined projects in the past 8 years where
above projects in various counties in Kenya with commendable results. Over time,
GRADIF-K has developed healthy and cordial working relationships with the relevant
Government of Kenya departments, Community Based Development groups including,
CBOs, FBOs, Youth groups, development partners including development agencies and
nongovernmental organizations, learning institutions and community technical resource
persons in the implementation of all programs. GRADIF-K invests heavily in capacity
development of grassroots organization to enhance the impact as well as a key strategy to
the sustainability of the supported initiatives. GRADIF-K has a regional field office in Chuka
town that supports projects in Tharaka Nithi, Embu and Meru Counties.
Vision and Mission:
GRADIF-K has adopted two sets of Mission statements to steer its focus
moving forward. Our vision of the society we serve: Empowered society actively
engaging in sustainable development. The vision of our esteemed organization: A
champion for sustainable development of grassroots communities in Kenya.
GRADIF-K’s mission is to facilitate the empowerment of grass root
marginalized communities through advocacy, capacity development,
partnership and networking so that they can actively engage in sustainable
development guided by equal opportunities for all.
5 | P a g e
1.2 The EFACO Project
Smallholder farmers in SSA and particularly in Kenya face formidable challenges that
adversely affect their productivity and farm incomes. One of such challenges is the high
transaction costs that constraints the growth of smallholders. The aggregation of
smallholder farmers into farmer organisation (FOs) has been considered as a powerful way
of dealing with high transaction costs and other numerous challenges that inhibits farming in
the region.
Farmer organisations (FOs) play an important role in the development of rural areas in
SSA, particularly in the areas of sustainable agricultural production, market access and sales,
financial services and advocacy. In addition, they provide a platform for collective bargaining
of credit, input supplies and delivery of marketable surpluses (World Bank 1975).
Nevertheless, the expected impact of FOs is undermined by daunting capacity constraints
that they face. For example, they are characterized by weak leadership and human capital,
poor business models, donor dependency, lack of market orientation, low women and
youth representation, low membership and inadequate technical skills (AFRICRES, 2012). In
Kenya very little efforts have been put in place to build the organizational and operational
capacities of the Farmer Organizations (FOs) to enable them provide effective services to
their members and strengthen the voice for agricultural reforms and enactment of
favorable policies (GRADIF-K , 2014)
In Kenya, the Grasssroots Development Initiatives Foundation-Kenya (GRADIF-K) with
support from AGRA is implementing the project ‘Enhancing Capacities of Farmer
Organizations in Eastern Kenya (ECAFO)’. The project seeks to strengthen the capacities of
selected 132 Farmer Organizations (FOS)/groups in Tharaka Nithi and Embu Counties to
enable them provide effective and quality services to their members who are mainly Small
holder Farmers as well as empower them to effectively define and articulate “real” needs
for services and products in the agricultural system.
The Project Results Framework
ECAFO’s logical model is based on the premise that effective and efficient farmer
organizations will lead to increased incomes and improved livelihoods of individual small
holder farmers. Figure 1 below illustrates the model.
6 | P a g e
Figure 1: Project Theory of Change
1.3 Objectives of the Assessment
The key objectives of the assessment was to inform GRADF-K management, AGRA and
stakeholders whether the ECAFO project is being implemented as planned, the changes
that have occurred over time at the input and output levels and the overall effects of the
project on target beneficiaries. The assessment also sought to identify problem areas and
recommend solutions and corrective measures.
7 | P a g e
2. METHODOLOGY OF THE ASSESSMENT
The assessment covered the project implementation for the period January 1, 2015 to
December 31, 2016. The planning and execution of the assessment was carried out in
three phases as follows:
2.1 Desk study
Reviewed the ECAFO project proposal including the key project indicators
(KPI)
Reviewed the project database and the project quarterly narrative and IPTT
reports submitted to AGRA
Reviewed the AGRA internal audit report of August 2016
Developed structured questionnaire for focus group discussions (FGD).
The questionnaire was designed to capture at least the 8 indicators,
namely; Accountability, professional capacity, income diversity, strategic
potential, Production Management, marketing, participation and advocacy
earlier used in the baseline study. Table 2 presents an overview of the
indicators with their respective indicator attributes
Interviewed project officers
Developed a detailed field work plan in consultation with GRADIF-K
2.2 Field Work
The fieldwork was conducted in 4 Sub-Counties namely Tharaka North, Tharaka South and
Chuka Igamba Ng’ombe (in Tharaka Nithi County) and Mbeere (in Embu County) - Fig 3
and 4 below. A sample size of 23 FOs out of a population of 132 FOs targeted by the
project were drawn randomly from a database of farmer organizations working with
GRADIF-K in the region. Of the 132 FOs targeted by the project 70% are from Tharaka
Nithi County and the rest from Embu County.
Table 1: Spatial Distribution of Selected FOs
County Sub - County # of FOs Selected
Tharaka Nithi Tharaka South 8
Tharaka North 3
Igamba Ng’ombe 8
Embu Mbeere 4
Total Groups 23
8 | P a g e
The data collection was achieved through field surveys by Gradif – K field staffs led by 2
consultants using structured questionnaire for focus group discussions.
Figure 3: Embu County Map
Figure 4: Tharaka Nithi County Map
Source: http://www.kenyampya.com/
Table 2: Profiling Indicators for FOs
NAME OF INDICATOR INDICATOR ATTRIBUTES
1. ACCOUNTABILITY FO has an executive committee
The committee consist of at least five people
There is a performance evaluating system for the executive
committee
Decisions are made in a participatory nature
The FO is registered in the country
FO has a constitution
Members have access of the constitution
FO has registration records
FO has training records
FO has aggregation records of harvesting forecast,
9 | P a g e
FO has Purchase and sales records
FO has financial records
FO has a functional/operational bank account
FO has an Internal auditor/internal audit team
2. PARTICIPATION
FO keeps members' profile and activities information
FO has youth in its leadership positions
FO has women in leadership positions
FO carries out annual general meetings
FO arranges training for members
FO members meet at least once every month
3. PROFESSIONAL
CAPACITY
FO has the following people with primary school qualification
i. Chairperson/President
ii. CEO / Manager/Secretary
iii. Treasurer
FO has a skilled human resources manager
FO staff have access to further training opportunities
4. INCOME
DIVERSIFICATION
FO has more than one source of funding
FO charge membership/registration fee
FO receive external income
The size of membership increased by 10-15% in the past 2
production seasons
FO specialises in more than one crop production
FO specializes in more than one livestock production
5. STRATEGIC
POTENTIAL
FO has a vision and a mission statement
FO has the following business plans:
Production plan
Marketing plan
Investment plan
6. PRODUCTION
MANAGEMENT
FO assist members in soliciting agricultural finance
FO collectively buy inputs
FO monitor quality of collectively sourced inputs
FO has production management committee
7. MARKETING
FO collectively market members’ produce
FO provides storage facilities for members
FO has linkages with an aggregating centre
FO provides collective transport to the market for its members
FO sells members’ produce collectively
FO provides members with marketing information
FO arranges contractual marketing arrangements for members
10 | P a g e
8. ADVOCACY
FO is known outside its operational area
FO is known within its operational area
FO has a network of more than 2 organisations
FO participates in lobbying
The calculation of CPI scores involved three steps namely the scoring, normalization and
determination of the CPI score as shown in box 1. The indicators were then converted to
percentages and analyzed using various descriptive statistics tools such as tables and graphs.
The analysis included Classification of FOs Based on CPI Score as in Box 2. The scores are
described as Excellent, Good, Fair or Poor as in box 3.
Box 1: Calculation of CPI Scores
Stage 1: Scoring
Scoring follows score of 1, 0.5 or 0
Reward an FO for full compliance = 1
Reward an FO for partial compliance = 0.5
Penalize an FO for non -compliance = 0
Stage 2: Normalisation
Normalised score (NSi)=
∑ *100 = where I = 1,2……….q
Stage 3: Capacity Performance Index (CPI) for each questionnaire
(CPI)
∑
where j=1,2……...8
Box 2: Classification of FOs Based on CPI Score
Source: Own compilation
11 | P a g e
Level 3 - Very Capable A-(70-74%), A+ (75-79%), A++ (80%+)
Level 2 - Capable B-(60-64%), B+ (65-69%) Level 1 - Not Capable D (49% &below), C-(50-55%), C+ (56-59%)
Box 3: Capacity Performance Index ranks
SCORE (%) Description
Over 80 Excellent
80 - 61 Good
60 - 40 Fair
Below 40 Poor
3. REVIEW FINDINGS
This section analyses the achievements in project outcomes and outputs against the set
targets
3.1 Outcome Indicators Progress
Objective 1: To enhance the institutional and entrepreneurial capacities of
target FOs
Improved capacity of FOs to deliver quality services to members
One of the key deliverables of the project is ’Improved capacity of FOs to deliver quality
services to their members’ with the targets set being 48 FOs to have scored above 70% on
CPI Assessment by the end of year 2 and 85 FOs by end of project year 3. Another targets
is 117 FOs to have improved their CPI scores by end of year 2 and 151 FOs by end of year
3.
Past CPI assessments by Gradif –K field officers shows that the number of FOs scoring
over 70% by the end of year 2 was 52 which is a 61% target achievement, while the
number of FOs with improved CPI at the end of year 2 was 148 which is a 98% target
achievement.
The results of current CPI assessment conducted by Gradif –K staffs lead by 2 consultants
indicated that on average, all the 23 surveyed FOs had improved on their CPI scores (see
section 3.1) which agrees with the past assessments. However none of the 23 FOs in the
current survey attained a score of 70% or above. The inconsistence in the past and current
assessment may in part be attributed to subjective nature of the CPI scoring methodology.
Increased growth in membership of FOs
12 | P a g e
Another key deliverables of the project is increased growth in the membership of FOs,
with the targets set being 2133 new members registering by the end of year 2 and a total
of 2873 new members registering in the 3 years. A second target for this deliverable was
that 73 FOs would have increased membership by the end of year 2 and a total of 117 FOs
by the end of the 3 years.
Recruitment of FOs members is ongoing and GRADIF-K has established a database of
small holder farmers recruited and their respective FOs to help track progress. The
database reveals that 1203 new members registered with FOs by the end of year 2. This
translates to a 42% final target achievement which is slightly off-track. On the second
target, 77 FOs had increased membership by the end of year 2, a 66% final target
achievement which is on-track.
Objective 2: to strengthen relationships between FOs and SPS
Increased access to credit by FOs members
A key deliverable under this objective is “increased access to credit by FOs members”. Four targeted outputs were set for this deliverable:
1. 57 FOs to access credit for their members by end of year 2 and 126 at the end of
the project period.
2. FOs to borrow USD 220,000 for their members at end of year 2 and a total of USD
363,500 at the end of the 3 years.
3. 4400 SHFs to access credit through table banking at end of year 2 and a total of
7020 SHFs at the end of the 3 years.
4. 105 FOs to access services for their members at the end of year 2 and a total of
147 FOs at the end of the 3 years.
To support verification of this deliverable, GRADIF – K has maintained up-to-date records of FOs that have accessed credit and the particular institutions that have provided this credit. A review of these records indicates that:
1. 43 FOs accessed credit for their members at end of year 2 which is a 34% achievement on the final target.
2. FOs borrowed USD 128,670 for their members at end of year 2 which is a 35%
achievement on the final target. This deliverable is therefore off-track and need to be
expedited.
3. 5197 SHFs accessed credit through table banking at end of year 2 which is a 74%
achievement on the final target.
4. 136 FOs accessed services for their members at end of year 2 which is a 93%
achievement on the final target.
GRADIF- K is in the process of consolidating all the source documents from which to verify this information and is also consolidating into a database the names of specific farmers who
13 | P a g e
have benefited from credit
While significant progress has been realized in the 8 outcome indicators reviewed,
none of the indicators has been fully achieved.(see Fig 5 Outcomes Indicators
Progress). In the coming year, GRADIF-K will direct efforts towards achieving the
set targets
Fig 5: Outcomes Indicators Progress
3.2 Output Indicators Progress
Objective 1: To enhance the institutional and entrepreneurial capacities
of target FOs
FOs Profiled
One of the primary deliverable under objective 1 of the project was profiling of
FOs. The cumulative total of FOs to be profiled by the 2nd year was 155. This
deliverable was 85% achieved with 132 FOs having been profiled.
Increased women membership in target FOs
Another key deliverable is increased women membership in the target FOs with a
target of 40 FOs having at least a third women membership by end of second year
and a total of 48 at the end of project lifespan. A review of the project documents
shows that as at January 2017 a total of 50 FOs had at least a 3rd women which is a
104 % achievement of the final target at the end of year 3.
61%
98%
42%
66%
34% 35%
74%
93%
0%
20%
40%
60%
80%
100%
120%
FO
s w
ith
ove
r 7
0%
on
CP
I
FO
s w
ho
se C
PI h
as im
pro
ved
New
mem
ber
s re
gist
erin
gw
ith
FO
s
FOs
wit
h in
crea
sed
mem
ber
ship
FO
s ac
cess
ing
cred
it f
or
thei
rm
emb
ers
Cre
dit
bo
rro
wed
by
the
FOs
for
thei
r m
emb
ers
SH
Fs a
cce
ssin
g cr
edit
th
rou
ghta
ble
ban
kin
g
FO
s ac
cess
ing
serv
ices
th
eir
mem
ber
s
Target
Project lifespan % achieved
14 | P a g e
ICT capacity in FO Networks supported
A key output under the same objective was to support ICT capacity of FO
networks with a target of 5 FOs networks by the second year and a cumulative
total of 13 FO networks by the end of project lifespan managing their data through
ICT. The projects documents revealed that 3 FOs networks had computers and
manage their data through ICT. An achievement of 23% against the project
cumulative lifespan target was realized. This deliverable has been poorly achieved
and need to be fast-tracked.
Geo-Referencing of FOs undertaken
The target number of FOs for geo referencing was set to be 155 FOs by the end of
the 3 years. At the time this assessment, there was a total of 132 FOs whose data
had been recorded on Geo-Reference which is a 85% final target achievement.
MTs trained
The training of Master Trainer’s was among the deliverables under objective 1.
Available training records confirm that the set target of ‘14 MTs to be trained was
100% achieved
TOTs trained
Another deliverable under objective 1was the training of ToTs with a set target of
135 by end of year 2 and a total of 155 in the 3 years. Available training records
verify that ToTs were trained, which is a 170% final target achievement.
Training of FOs undertaken
The training of FOs was another key output under objective 1. The project target
was 135 FOs trained by the end of year 2 and a total of 155 FOs by the end of the
3 years project period. GRADIF-K has maintained a database of FOs trained,
modules trained and has filed signed participants lists. The records show that 132
FOs were trained. This is equivalent to 85% target achievement which is on track.
The training of FOs is ongoing.
SHFs trained
Another key deliverable is the training of small holder farmers. The cumulative total
of farmers to be trained in the three years is supposed to be 8,000 farmers, with
7,200 being trained by end of year 2. TOTs trained 9100 SHFs by the time of this
review. This is equivalent to 114 % target achievement
Overall of the 11 output indicators under objective 1, four (4) have been fully
achieved while 7 are ongoing. In summary the outputs indicator progress for
objective 1 is as per Fig 6 below.
15 | P a g e
Fig 6: Outputs Indicator Progress for Objective 1
Objective 2: to strengthen relationships between FOs and SPS
FOs Open bank accounts
One of the key outputs under objective 2 is for “FOs to open and maintain active bank
accounts”. The targeted number is 58 FOs by end of year 2 and a total of 70 at the end of
the project period. To support verification of this deliverable, GRADIF – K has maintained
relevant records of FOs that have opened bank accounts; the specific bank accounts
opened, the dates opened and the signatories to the bank accounts. A review of these
records indicated that 92 FOs had opened new bank accounts which translate to an
achievement of 131% on the final target. GRADIF - K is in the process of consolidating all
the source documents to validate that the accounts were open and active.
SHFs open bank accounts A closely linked output is for SHFs to also open and maintain active bank accounts. The
target number of SHFs with open and active bank accounts at end of year 2 is 2670 and a total of 4,010 at the end of the 3 year project period. GRADIF – K has developed a
database of SHFs that have opened bank accounts, the dates opened, the specific bank accounts opened, and their contacts. A review of the database indicated that 1261 SHFs
had new bank accounts which translate to 31% final target achievement. This reflects the need for GRADIF – K to fast-track this deliverable as it is currently off-track.
Aggregation of members’ produce by FOs undertaken With reference to aggregation of members’ produce by the FOs, the set targets are 92FOs
85%
104%
70%
23%
85% 75%
100%
170%
85%
114%
60%
0%20%40%60%80%
100%120%140%160%180%
FO
s p
rofi
led
& in
AG
RA
dat
abas
e
FO
s w
ith
at
leas
t 1/
3 w
om
enm
emb
ers
FO
s w
ith
at
leas
t 2
slo
ts
Net
wo
rks
usi
ng
ICT
FO
s G
eo-R
efer
ence
d
CB
P m
od
ule
s d
evel
op
ed
MTs
tra
ined
TO
Ts t
rain
ed b
y M
Ts
FO
s tr
ain
ed b
y TO
Ts
SH
Fs t
rain
ed b
y th
e TO
Ts
Rec
ruit
men
t ac
tivi
ties
un
der
take
n
Target
Project lifespan % achieved
16 | P a g e
selling their produce to bulk buyers at the end of year 2 and a total of 112 in year 3.
Another target for this deliverable is that 3200 SHFs sell their produce through FOs at the
end of year 2 and a total of 6400 SHFs at the of project year 3. GRADIF – K has maintained
an up-to-date register of FOs that are selling produce in bulk, the specific FOs and the
quantities per FO per specified period. It was verified that 62 FOs sold their agricultural
produce at the end of year 2 which is a 55 % target achievement. On the second indicator,
4535 SHFs sold their produce through FOs at the end of year 2 which is a 71% target
achievement. While the 2nd indicator is on course, the 1st one needs to be fast-tracked
Supply of services to FOs improved
Another deliverable under objective 2 is an improved supply of services to FOs through
partnerships with SPs. Three indicators were set out for this deliverable:
1. The number of target FOs accessing services for members to increase by 26 by the 2nd
year to a total of 35 by the end of the 3 years. Available data revealed that 79 FOs were
receiving diverse types of services from SPs. This translates to 226% final target
achievement.. Examples of services offered by FOs include trainings on financial literacy,
produce aggregation, market linkages, inputs market information and credit among
others
2. The second indicator target specifies that the number of partnerships forged to
increase by 12 by the 2nd year to a total of 30 by the end of the 3 years. Available
data revealed that 36 partnerships were forged which is an achievement of 120% final
target. Table 3 below shows examples of partnerships forged.
3. The third indicator target is that ‘the number of business/investment plans developed
and implemented to increase by 6 by the 2nd year to a total of 12 by the end of the 3
years’. Available records show that 3 business plans were developed and implemented
which is a 25% achievement on the final project target of 12. This deliverable needs to
be fast-tracked
Database for FOs created and accessible via GRADIF-K website
A key output of the project was to develop a database for FO’s with geographical
references created accessible online via the GRADIF- K website. This deliverable was fully
achieved.
Database for SPs created and accessible via GRADIF-K website
Another deliverable under objective 2 was to establish a database of service providers
and upload it onto the GRADIF-K website to ensure that it is accessible by FOs and
other stakeholders. The set target was to have 56SPs registered in the database at the
end of the 2nd year and a total of 62 SPs by the end of the 3 years. The database has
since been created and uploaded on the GRADIF- K website and a total of 173 SPs
registered, which is a 279% target achievement.
FOs success stories documented
A key deliverable under objective 2 is successful FOs under the project would have
their stories documented by GRADIF-K as best practices for knowledge and sharing.
The specific target was to document a total of 4 success stories by year 2 and 8 by
end of year 3. At the time of this assessment a total of 7 success stories had been
18 | P a g e
documented which is a 88% target achievement. However, a further editing of the
stories is required before sharing.
Overall out of the 16 output indicators reviewed under objective 2, six (6) were
fully achieved while10 are ongoing. In summary the outputs indicator progress for
objective 2 is as per Fig 7 below.
Fig 7: Outputs Indicators Progress For Objective 2
3.3 FOs Capacity Performance Progress
This section presents the results of CPI assessment of FOs in the 4 sub-counties: Tharaka
South, Tharaka North and Igamba Ng’ombe sub counties in Tharaka Nithi County and
Mbeere sub-county in Embu County.
3.1.1 Overall Capacity Profile of FOs
Figure 8 provides the results of the overall capacity profile of all the FOs for the four sub-
counties combined. The following cross-cutting capacity strengths and gaps can be
observed:
150%
120%
25%
131%
31%
100% 100%
68% 55%
71%
42%
93%
38%
85% 81%
118%
0%
20%
40%
60%
80%
100%
120%
140%
160%
FO
s ac
cess
ing
serv
ices
fo
r m
emb
ers
par
tner
ship
s fo
rged
Bu
sin
ess
pla
ns
dev
elo
ped
&…
Ban
k ac
cou
nts
op
ened
& a
ctiv
e
SH
Fs w
ith
new
& a
ctiv
e b
ank
acco
un
ts
A d
atab
ase
for
FOs
wit
h g
eo-…
A d
atab
ase
of
SPs
geo
-re
fer
SPs
regi
ster
ed in
GR
AD
IF d
atab
ase
FO
s se
llin
g m
emb
ers
pro
du
ce t
o…
SH
Fs s
ellin
g ap
rod
uce
th
rou
gh F
Os
New
mar
ket
linka
ge e
stab
lish
ed
Dia
logu
e m
eeti
ngs
hel
d
FO
s w
ith
su
cces
s fo
r sh
arin
g
fo
rum
s h
eld
FO
s at
ten
din
g th
e Fo
rum
s
par
tici
pan
ts a
tten
din
g th
e fo
rum
s
Target
Project lifespan % achieved
19 | P a g e
Fig 8: Overall Capacity Profile
Accountability
The selected FOs performance was fairly good on accountability indicator having attained a
score of 81%. This was a significant improvement from the baseline score of 67%. In
general, majority of the surveyed FOs have properly constituted executive committees are
legally registered and do have constitutions. However, as noted from indicator attributes in
in appendix 1 there is scope for improving on their performance evaluation of the
executive committee, internal audit systems and record keeping.
Participation
On participation the FOs attained also registered a higher score of 81% compared with
71% baseline value. This means that the FOs have realized commendable improvements in
terms of youth and women representation in leadership positions of the organisations.
Members of the FOs participate in decision making and activities of the organisation
through various channels such as monthly and annual meetings and training events.
However, as in the baseline survey, it was observed that men are still grossly under-
67% 71% 69% 57%
27%
14% 15%
48%
81% 82%
59% 59%
37%
29%
82%
63%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Acc
ou
nta
bili
ty
Par
tici
pat
ion
Pro
fess
ion
al C
apac
ity
Inco
me
div
ers
ific
atio
n
Stra
tegi
c p
ote
nti
al
Pro
du
ctio
n M
anag
emen
t
Mar
keti
ng
Ad
voca
cy
Baseline
Current
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represented in FOs activities. Their exclusion in the activities of the FOs is a serious
capacity gap.
Professional Capacity
The score for professional capacity reduced from the baseline value of 69% to 59%. This
could be attributed to over-representation of Igamba Igombe FOs in the surveyed sample. The sub-county had the worst score and lowest representation in the baseline study. The
score of 59% indicates that the majority of the FOs has attained a minimum education
qualification of primary school. However, they have inadequate access to training in a
variety of fields such as management and leadership, basic recordkeeping, financial
management, post-harvest handling and business-planning which impairs their ability to
realise their productive potential. There is s need for specialized training to empower the
leaders in these fields.
Income Diversity
The income diversity indicator for the FOs covered in the survey obtained a score of 59%
which is a slight improvement from the baseline value of 57%. The score implies that a
majority of FO members specialize in more than one livestock and crop type which is
important in reducing the exposure of farmers to common external shocks. However,
majority of them also have inadequate sources of funding and external financial assistance.
Concerted effort to develop their capacity is therefore necessary to diversify sources of
income to reduce the dependence on membership fees and initiate activities that will
generate alternative income.
Strategic Potential
The FOs generally have serious capacity needs associated with strategic potential. The
score for strategic potential indicator increased from 27% baseline value to 37 %.
However, this still reflects poor business planning due to the fact that many of the FOs
have little or no strategic, business, and investment plans in place. This is a serious capacity
gap that needs to be addressed
Production management and Marketing
The FOs scored 29% and 82% on production management and marketing strategy
respectively compared with 14% and 15% baseline scores. The scores imply that the
surveyed FOs are adopting the aggregation logic of collective action. They are taking
advantage of economies of scale to access agricultural finance, procure inputs, offer storage
and transport facilities to their members and are assisting their members to negotiate
favourable prices. However, more should be done towards improving productivity, access
to markets and business planning in order to improve organizational efficiency which
consequently leads to improved trickle down benefits to individual small holder farmers.
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Advocacy
The advocacy realized an indicator value of 63% compared with 48 % baseline value. This
reflects significant improvements in the FOs lobbying methods and increased lobbying
frequency in order to enlarge and strengthen their network.
3.1.2 Classification of FOS Based on CPI scores
Figure 9 below illustrates the capacity performance index for the FOs in each of the Sub
counties. The figure indicate that the CPI value for Tharaka South, Tharaka North, Igamba
Ng’ombe and Mbeere were 65%, 45%, 62% and 48% respectively.
A classification of the FOs based on their capacity to provide services to their members
show that on average, the surveyed FOs in Tharaka North and Mbeere are in level 1 ( not
capable ) whereas FOs in Tharaka South and Igamba Igombe are in level 2 (Capable). None
of the sub-counties were classified in level 3 (very capable). Whereas all the FOs have on
average improved on their CPI score (from baseline average of 45% to 55%) only Tharaka
North FOs have improved their classification from level 1 to level 2.
65%
45%
62%
48%
0%
10%
20%
30%
40%
50%
60%
70%
Tharaka South Tharaka North Igamba Ng'ombe Mbeere
FIG 9: OVERALL CAPACITY PERFORMANCE
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Box 4: Classification of Sampled FOs
4. EMERGING LESSONS
1. In FOs capacity building interventions, it is more useful to adopt an approach that
caters more specifically to diverse FOs contexts and takes into account the fact that
different FOs might be at different stages of development, rather than taking a ‘one
size fits all’ s approach
2. FO members must derive tangible benefits from the FO as a motivation to their
participation. Satisfied members will always continue working towards the
achievement of the FOs objectives in the short and long run. FOs that enjoy the buy
in and trust of its members tend to perform better.
3. Financial stability is also crucial to FO development, as it ensures the organization is
able to operate autonomously and to invest in long-term objectives. Strong FOs are
able to access credit and build capital. 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.
4. Successful FOs are managed by leaders who are accountable to membership and
operate the FO within the framework of strong and reasonable constitution.
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5. CAPACITY GAPS AND RECOMMENDATIONS FOR IMPROVEMENT
Notable improvements in the capacity of the FOs to deliver services to their members
have been realized as a result of the capacity building efforts by GRADIF-K. This is
confirmed by current CPI assessment of the FOs which shows that FOs average CPI score
increased from 45% baseline value to 55%. However the FOs still have challenges which
need to be addressed. The following table provides guidance on interventions that should
be undertaken to address the various capacity gaps
Table 4: Addressing Capacity Fos Gaps
ACCOUNTABILITY & PROFESSIONAL CAPACITY
Capacity Gaps Proposed Intervention
Lack of performance evaluation mechanism for
their leaders
Inadequate skills in record keeping such as financial
records purchase & sales records etc
Inadequate understanding of the constitution
among FOs members
Executive committee has no access to training in
areas such as management and leadership, basic
recordkeeping, basic financial management, post-
harvest handling and business-planning
Strengthening FOS capacities in accountable
leadership and management
Training in leadership, good governance
Training on change management and
succession planning on leadership
Building skills on accountability and
transparency
- Develop skills on: Record keeping,
Financial management, Resource
allocation, Resource mobilization,
Business-planning
Develop monitoring and evaluation skills
Support FOs to establish internal audit
systems and performance evaluation systems
for their leaders
Educate members on their constitution
Facilitate FOs linkages with training providers
such as NGOs, Government and the private
Sector for long-term service provision
Facilitate exchange visits and mentoring
among FOs leaders
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PARTICIPATION
Capacity Gaps Proposed Intervention
Men are grossly under-
represented in FOs activities.
The FOs have inadequate
capacity to organise training for
members
Develop capacity of FOs leadership to mobilize and
motivate membership. The capacity development needs are
- Mobilisation skills, skills to nurture commitment among
member and team building skills
Strengthen networking and lobbying capacity of FOs to
attract training opportunities for their members
Employ strategies to promote participation of men in FOs activities
INCOME DIVERSIFICATION
Capacity Gaps Proposed Intervention
FOs have inadequate funding
sources and access to external
finance which compromises
their capacity to offer
economic and social services to
their members
FOs have inadequate capacity
to write acceptable or
attractive business plans for
funding
Train FOs executive on business planning and/or proposal
writing
Train FO members on financial literacy and record keeping
Train and sensitize on savings and credit schemes
Strengthen skills in revolving funds management contribution
Link FOs to financial institutions and other sources of
finance such as NGOs and devolved government funds e.g
Youth Fund
Support FOs to identify income-generation activities for
financial sustainability.
STRATEGIC POTENTIAL
Capacity Gaps Proposed Intervention
FOs have no clear Vision
and Mission
FOs seriously lack the
ability to develop strategic
documents such as strategic
plans, production plans ,
business plans and
investment plans
Develop capacity building of FOs in Visioning, strategic and
business planning
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PRODUCTION
MANAGEMENT &
MARKETING
Capacity Gaps Proposed Intervention
Severe lack of production
management capacity amongst
the FOs. The FOs don’t
soliciting or assisting members
in accessing agricultural finance,
collective procurement of
inputs and collective quality
control of procured inputs.
The FOs don’t have production
management committees
A grave capacity challenge in
using FOs as channel for
improving market access for
their members. They FOs don’t
perform marketing functions
for their members.
Improve FOs Capacity building in Production Management
Train FOs on Good Agronomic Practices
Facilitate access to productivity enhancing technologies
Promote continuous Learning and Innovation Amongst the farmers and FOs:
Foster farmer-to-farmer extension programmes
Establish farmer business schools and demo gardens
Promote FOs learning platforms/networks
Promote FOs participation in exchange studies and trade
fairs
Provide FOs with pamphlets on production and marketing Promote FOs linkages to service providers in areas such as
extension and credit
Provide FOs with regular and up-to-date information about
available opportunities and services offered by other partners
Improve the entrepreneurial and collective marketing capacities
of FOs and their participation in value chains:
Train in entrepreneurship skills
Sensitize the FOs on the value chain marketing approach - Train on collective marketing: Production planning,
collective storage; value adding to primary produce,
- Collective transportation of members’ produce to the
market, collective selling & Market contract
arrangements
Support FOs to identify market opportunities for their
produce and to develop buyer relations and contracts
Support development of systems to provide farmers with timely market information
ADVOCACY
Capacity Gaps Proposed Intervention
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FOs are weak in networking
and lobbying.
Strengthening FOs capacities in lobbying and networking to
influence input and output markets:
- Train FOs in evidence based advocacy and lobbying to
influence policies and structures
- Build FOs networking skills to enable them to establish
business contacts and learn the dynamics within their
industry
- Improve networking through FOs participation in
agricultural shows, workshops and radio and TV-
presentations to reach a wider audience.
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6. LIST OF APPENDICES
Appendix 1: Capacity Performance Index Per Sub-County
INDICATORS + ATTRIBUTES
SUB-COUNTY SCORES (%)
Tharaka
South
Tharaka
North
Igamba
Igombe Mbeere
Accountability 82% 81% 86% 76%
Does this FO have an executive committee? 100% 100% 100% 100%
Does the executive committee consist of at least five people? 94% 100% 100% 100%
Is there a performance evaluating system for the executive committee? 38% 50% 56% 38%
Is this FO registered in the country? 100% 100% 100% 100%
Does this FO have a constitution? 94% 100% 100% 100%
Do members have access of the constitution? 94% 83% 88% 100%
i) member registration records 100% 67% 100% 100%
ii) meeting and training records 94% 100% 81% 75%
iii) aggregation records of harvesting forecast, 100% 83% 75% 50%
iv) Purchase and sales records 75% 50% 75% 63%
v) financial records 94% 100% 100% 100%
Does this FO have a functional/operational bank account? 63% 100% 100% 63%
Does this FO have an Internal auditor/internal audit team? 19% 17% 44% 0%
Professional Capacity 59% 46% 86% 44%
i. Chairperson/President 69% 50% 94% 38%
ii. CEO / Manager/Secretary 81% 67% 100% 63%
iii. Treasurer 69% 33% 94% 38%
Does the staff have access to further training opportunities? 19% 33% 56% 38%
Income diversification 66% 53% 55% 60%
Does this FO have more than one source of funding? 56% 33% 44% 75%
Does this FO charge membership/registration fee? 100% 100% 94% 100%
Does this FO receive external income? 50% 50% 25% 13%
Has the size of membership increased by 10-15% in the past 2 production seasons? 38% 0% 19% 25%
Does this FO specialize in more than one crop production? 100% 100% 100% 100%
Does this FO specialize in more than one livestock production? 50% 33% 50% 50%
Strategic potential 41% 29% 48% 28%
Does this FO have a vision and a mission statement? 63% 50% 63% 63%
Production plan 50% 17% 44% 25%
Marketing plan 44% 33% 44% 13%
Investment plan 6% 17% 44% 13%
Production Management 53% 0% 42% 19%
Does this FO assist members in soliciting agricultural finance? 25% 0% 44% 25%
Does this FO collectively buy inputs? 75% 0% 63% 25%
Does this FO monitor quality of collectively sourced inputs? 63% 0% 25% 25%
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INDICATORS + ATTRIBUTES
SUB-COUNTY SCORES (%)
Tharaka
South
Tharaka
North
Igamba
Igombe Mbeere
Does this FO have production management committee? 50% 0% 38% 0%
Marketing 65% 7% 44% 9%
Does this FO collectively market members’ produce? 88% 17% 56% 25%
Does this FO provide storage facilities for members 50% 0% 44% 0%
Does this FO have any linkages with an aggregating centre? 81% 17% 63% 0%
Does this FO provide collective transport to the market for its members? 38% 0% 13% 13%
Does this FO provide members with marketing information? 88% 17% 56% 25%
Does this FO arrange contractual marketing arrangements for members? 75% 0% 63% 0%
Does this FO engage in any other value addition to its primary produce? 38% 0% 13% 0%
Participation 84% 81% 84% 79%
Does this FO keep members' profile and activities information? 94% 67% 81% 75%
Does this FO have youth in its leadership positions? 56% 100% 88% 50%
Does the FO have women in leadership positions? 100% 67% 94% 100%
Does this FO carry out annual general meetings? 88% 100% 88% 75%
Does this FO arrange training for members? 69% 50% 56% 75%
Do FO members meet at least once every month? 100% 100% 100% 100%
Advocacy 72% 67% 47% 66%
Are the activities of this FO known outside its operational area? 81% 50% 56% 75%
Are the activities of this FO known within its operational area? 100% 83% 75% 75%
Does this FO have a network of more than 2 organisations? 63% 67% 31% 100%
Does this FO participate in lobbying? 44% 67% 25% 13%
CAPACITY PERFORMANCE INDICATORS 65% 45% 62% 48%
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Appendix 2: List of Participating FOs
Name of the Farmer Organization Sub-county Contact persons
4. Umoja SHG Tharaka South PURITY-0720564519
5. New Matumanini Tharaka South CECILIA-0718362305
6. Huruma Disabled Tharaka South JULIUS-0729841658
7. Kaimenyi SHG Tharaka South
8. Kamukanya Welfare Group Tharaka South FRANCIS-0726620907
9. Utumi SHG Tharaka South MARY-0710801219
10. 2M4K SHG Tharaka South MUTHONI-0701602021
11. Muchore Mutethia Tharaka South MARTHA-0714654360
12. Marugu Planner youth group Igamba N’gombe HENRY-0715896,550
13. Macheria SHG Igamba N’gombe JANE-0721289463
14. Arise and Shine youth group Igamba N’gombe SILAS-0721537561
