Assessment of Cooperatives in the Poultry Industry - 2013.pdf - Seda

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Research Report: Addressing the Needs, Opportunities and Challenges of Cooperatives and Collectively Owned Enterprises in the Poultry and Related Industries develop and adopt a structured support model that will ensure an integrated approach towards supporting cooperatives. Figure 5-1 below illustrates a high level view of the proposed support model. Figure 5-1: Proposed Support Model Cooperative approaches SEDA for assistance Cooperative choses which form of training or equipment to receive, based on plan Cooperative monitored as they continue to do business Feasibility of cooperative is assessed Milestones for development and monitoring are defined with cooperative Assessment of cooperative's use of training/ resources in line with conditions for development Mentor assigned to cooperative based on database of approved providers Training and development plan formulated with cooperative If resource use has met conditions, continue to next item on training and development plan If resource use has been poor, pause relationship until recipient meets requirements set out Within the framework of this model, it is necessary that cooperative support be provided on an individual basis, based on the needs of individual cooperatives. This approach should include an in depth assessment of the business and its members in order to gain clarity on their skills, resources and motivations. Based on this information, individualised development paths should be formulated for each cooperative. A support guidance manual setting out the best practice development path of a business should be created, based on which tailored development plans could be compiled for each cooperative. The establishment of customised individual training and development plans for cooperatives through this method would improve agency and ensure that the training that cooperatives receive is in line with their specific needs and capacities. A greater sense of agency by cooperative members for their business plans and goals creates greater autonomy and will work towards decreasing the dependency of cooperatives. As is highlighted in the case study below (refer section 5.1.2), conditionalities placed on support improve the success rate of interventions. The last three steps in the process diagram above illustrate how this would function in the recommended support approach. Cooperatives should be made aware of the expectations from the outset and involved in the setting of expectations for their business progress. It is then possible to evaluate cooperatives based on criteria that they have themselves set out. If they do not comply with the standards set out for assistance, the support should be halted until cooperatives are able to prove that they are making use of the training and support provided. This will prevent dependency, as cooperatives have to prove that they are capable of growing on their own from a base of support, before they are eligible to receive any further assistance. 81 | P a g e U r b a n - E c o n : D e v e l o p m e n t E c o n o m i s t s
Research Report: Addressing the Needs, Opportunities and Challenges of Cooperatives and Collectively Owned Enterprises in the Poultry and Related Industries It is recommended that this support model is further developed within SEDA in order to formulate a strategic method for supporting cooperatives on an individual and conditional basis. Develop a graduated system of support: Each cooperative starts from a different point, resource and knowledge wise. Thus, each has different training needs and requires unique development to attain the necessary skills. Due to this, customised, individual training and development paths are recommended. o Graduated development: As discussed above, it is recommended that each cooperative seeking support be assisted in the creation of their own unique development plan, based on a graduated and conditional development approach. This means that cooperatives are provided with additional support upon showing the necessary integration of learned business principles and the applicable application of support previously received. Figure 5-2 below illustrates this process. Figure 5-2: Graduated Development Model •Cooperatives are assessed on strengths & weaknesses •Cooperatives draw up training development plan with mentor's guidance Training Needs Equipment Needs • Equipment needs assessed • Conditional equipment provision with regular assessment of usage • Cooperatives regularly assess business development potential • Revision of training and equipment needs and progress. Business Development Needs Graduated Development • Once these basic needs are met cooperatives are assessed on success of business • If business is successful potential to move develop into secondary cooperative with other businesses is evaluated The above Figure illustrates some of the areas to be monitored and assessed in tracking development progress. The most integral parts of this plan are the selfevaluation and individualised assessment of cooperatives. A roadmap is thereby created per cooperative. This enables them to grow in the way they envisage and also ensures that there are clear goals to be measured. This also improves the enforceability of the conditional assistance, as it enables easy measuring of compliance or non-compliance with the standards set. Additionally, this model encourages accountability and ownership by cooperatives. Individualised plans ensure the most productive use of funds possible as money is not wasted; funds will no longer be used simply to tick off a box on a cut-and-paste type of plan. This 82 | P a g e U r b a n - E c o n : D e v e l o p m e n t E c o n o m i s t s
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