Commercial Zones Leadership
Commercial Producer Group (CPG) and Commercial Zones
a) Executive Committee
The Commercial Producer Group and Commercial Zone Executive Committee provide leadership at the most important level where there is interface with the farming households.
The core functions of the executive committee are:
- Conduct regular meeting to discuss the progress of the CPGs and Commercial Zone activities
- To supervise and coordinates the activities of all the sub-committees and producer groups
- Monitor the planning and implementation of Commercial Zone activities/ projects
- Prepare reports on performance of the Commercial Zone
- Liaise with government agencies and work closely with the project partners to implement project activities
b) Commercial Village Sub-Committees
i.Production and Natural Resource Management (Production/ Input/ NRM/ Village forests, water and soil solutions)
Description
The production and natural resource management sub-committee is responsible for monitoring the production of the various crops and ensuring that the required input resources are made available in time to aid production. This sub-committee will also ensure that all the production processes are done in a sustainable manner to enhance the management of all natural resources and promote measures or practice that improve the environment. It is critical to have a clear production and natural resource management strategy to enable the Commercial villages to operate efficiently.
Core functions and responsibilities
- To review periodically the situation of production aspects and to examine problems of common interest in this field;
- To prepare coordinated production program schedules to be executed by the commercial producer groups;
- To follow-up the implementation of the Commercial village model for the improvement of agricultural production in the local area;
- To ensure the coordination of efforts and the cooperation of commercial producer groups;
- To discuss technical subjects in relation to agricultural production and marketing with the other stakeholders;
- Work out a production and marketing plan in consultation with the local producer groups;
- Coordinate with input suppliers to ensure that all the required inputs for production are availed in time.
- To promote the sharing of responsibility for resource management and planning between the different spheres of Government, the farmers and other stakeholders.
- To provide guidelines on sustainable development of natural and physical resources for the farmers.
ii.Marketing and Value Addition (Marketing/Quality assurance/control)
Description
Marketing is a very important aspect in business since it contributes greatly to the success of the any agricultural business. The marketing sub-committee provides support to the Commercial Village by increasing the awareness and understanding of the markets and the market quality requirements for the products produced by the farmers. This committee promotes the Commercial Village related marketing activities and explores new market opportunities to increase farmers’ incomes. Some of these opportunities may include various options for value addition and new market segment.
Core functions and responsibilities
- Develop, implement, and evaluate the marketing plan in support of theCommercial Village strategic plan;
- Develop a budget with the help of otherCommercial Village sub-committee to support the marketing plan;
- Coordinate with the production and natural resource sub-committee to ensure that there is synergy between production and marketing;
- Provide precise details to the farmers concerning market requirement (both in terms of quality and quantities) and prices;
- Develop sustainable partnerships with markets/ buyers and source for potential customers to ensure that sufficient market is available for all the products;
- Develop and monitor quality guidelines for specific crops targeting specific markets to ensure all the produce meet the market requirements;
- Identify, develop, and evaluate marketing strategy, based on knowledge of established objectives, market characteristics, and cost and mark-up factors;
- Formulate, direct and coordinate marketing activities to promote the products;
- Negotiate contracts with buyers;
- Coordinate and participate in promotional activities to market products in collaboration with other stakeholders;
- Build and maintain strong relationships with farmers and key stakeholders such as transporters, people offering storage services, etc to ensure proper coordination of marketing activities;
- Based on market requirements make recommendation, advice farmers on product that requires value addition.
iii.Social technology (Youth and ICT)
The advances in technology coupled with reduced participation of youth in agriculture are a major challenge to development in many farming communities. The youth play an important role in development and in agriculture and it is necessary to stimulate their interest and encourage their participation in agriculture. This is necessary to ensure the sustainability of agricultural production and realize the goal of food and nutrition security in the region. Incorporation of modern developments in the use of ICT is also important in the operation of the Commercial Villages. This involves the conceptualization, design, development, evaluation and application of innovative ways to use information and communication technologies (ICT) within the Commercial Village set up, with a primary focus of improving communication and productivity of the members. The social technology sub-committee will facilitate the involvement of the youth and the use of ICT in the Commercial Village.
Core functions and responsibilities
- Develop innovative methods to incorporate and enhance youth participation in the Commercial Village management and in the commercial producer groups;
- Consult with the members and include the use of ICT in the operations of the Commercial Village;
- Work with other stakeholders to introduce/include innovative methods of payment e.g. mobile money transfer to reduce transaction cost;
- Guide the Commercial Villages on effective ICT implementations in a range of Commercial Village activities;
- Explore methods to promote Commercial Village activities among member through the use of ICT e.g. mobile banking, etc
- Develop and promote ICT skills development among Commercial Village members, through training of members on ICT application necessary for the functioning of Commercial Village;
- To promote access to agricultural information and be proactive in developing alternative communication systems to enhance the objectives of the Commercial Villages; e.g. market information updates through text messaging,
- To promote youth-led demand driven technologies and innovation initiatives in agriculture.
iv.Village savings (Savings/ Micro-insurance/ Investments)
Description
Agriculture generates employment to more than 60% of the population and contributes 26% of the GDP. Most farmers have limited resources a factor that limit their productivity, investments, savings and income. The village saving sub-committee provides opportunities to enhance the farmers’ farm production and incomes. One of the options that could be employed includes pooling resources together and working together through organized saving and investment schemes. Through this sub-committee, members are expected to save a specific amount of money daily, weekly, monthly or quarterly as it will be convenient for the members. The savings can be used as credit for lending to member and the principal and interest are calculated to be repaid either by installments or otherwise. Other option include developing pooled investment ventures to generate more income to the members of the Commercial Village.
Core functions and responsibilities
- To assist in establishing savings and credit scheme for members of theCommercial Village;
- Develop convenient method of saving and receiving payment from members to facilitate saving;
- Developing procedures and processes of loan application, disbursements and repayment;
- Shall be responsible for the approval and disbursement of all credits;
- To establish administrative credit policies;
- To require periodic examination and audit of the books and accounts of theCommercial Village saving fund;
- To review and act on credit requested by the members;
- To explore viable investment options for farmers;
- Follow up creditors to ensure that the credit offered is used for the intended purposes (These purposes should be farmer oriented e.g. purchase of agricultural supplies, fresh market activities and capital acquisition.);
- To provide assistance for member to refine their financial management activities and to strengthen their financial capability;
- To examine business plans for the members to ascertain the viability of the business before the loan is approved.
- Village Social Capital (Village social welfare)
Description
The ability to develop and use various kinds of social networks and the resources that become available thereof are central in the development of a community. The ability and willingness to work together enables members of the Commercial Village to develop and adopt innovative ways to meet specific needs of the members as they arise. Many farmers have few assets and access to common property resources which are in declining trend due to dwindling incomes. However, through social relationships and networks Commercial Village members can cooperate, share resources and risks, and act collectively. The village social capital sub-committee will provide guidelines and develop innovative ways to be explored to mobilize members of the Commercial Village, acquire a wide range of assets and gain access to decision making processes, technologies, resources and markets, and benefit from them.
Core functions and responsibilities
- To foster a spirit of unity and cooperation among all members of the Commercial Village;
- Identify the needs of the members of the Commercial Village and find solution to ensure that these needs are addressed e.g. social and financial;
- Assist members to become self-reliant by coordinating mechanism that empower members to generate increased income;
- Develop modalities for recruiting new members and the rules for participation into the social welfare initiatives by members such as rural roads improvement;
- Strengthening members participation in theCommercial Village by promoting effective participation in management and implementation of activities and improving the status of women and youth through increased participation in program activities;
- Lobbying for Commercial Village members needs through policies and public resources allocation.
- Promoting food and nutrition aspects among the member households
