Chapter 7. GAIN methodology to enhance producer organizations’ capacity for market integration 219
This exercise is followed by a SWOT assessment (Strengths, Weaknesses, Opportunities and Threats),
inviting participants to identify the strengths and weaknesses of their organization and its members, for
each of the topics covered in the session. The answers are listed on a two-column matrix: the relative
strengths and weaknesses of the PO vis-à-vis the main topics discussed.
b) Analyzing the PO’s partnerships
The second part of the assessment workshop analyzes relationships between the organization and its
economic and institutional partners. This exercise can be done with all participants (in plenary) or in groups
of 10 participants. The first step is to list all the actors with whom the organization is directly or indirectly
linked. Afterwards, participants are invited to comment and give their assessment of the successes and
difficulties encountered with each partner.
Subsequently, the facilitators help identify the different types of partners following a number of criteria, including:
- PROXIMITY: locally based partners (area, district) or national
- TYPE of partnership: economic or institutional. An economic partnership involves commercial or
contractual transactions with banks, suppliers, buyers, etc. Institutional partners include government
departments, local authorities, the municipality/city council, local or national professional organizations,
NGOs, religious or traditional authorities, etc. - TEMPORALITY: current or past relationships (ended)
Table 1. Main components of the internal assessment of the PO (according GAIN)PO’S ECONOMIC
ACTIVITIES
- Farm income generating activities (from crop)
- Non-farm income generating activities (non-crop)
- Distribution of tasks/responsibilities (men/women, individual/group, family
labor/employee)
CAPITAL AND
PRODUCTION MEANS- Capital: land, animals, water, machinery, storage facilities, etc.
- Skills: Members’ experience/expertise, types of training received (technical,
economic, management, leadership), training providers and beneficiaries
among members - Social capital: support groups, etc.
- Production techniques (inputs, machinery, animals)
- Loans (who has access; eligible activities; conditions)
- Internal savings (individual and group, etc.)
PO’S STRUCTURE AND
GOVERNANCE- Formal structure of the PO (governing body, roles and functions)
- Forms of governance (decision-making terms, information flow, relations
between leaders and members) - Level of members’ participation (membership, frequency of meetings, etc.)
MARKET INTEGRATION
BY PO AND MEMBERS
- Importance of crops’ market surplus/agricultural products (crops; consumption/
sale ratio) - Products specific for market (farm and non-farm)
- Access to market information
- Marketing methods (grouped - individual sales, frequency/sale period, sales
points, storage possibilities, etc.)