1. AN INNOVATIVE RURAL EXPERIENCE:
MANAGEMENT OF CERTIFIED GROUNDNUT SEEDS
PRODUCTION BY COOPERATIVES IN SENEGAL
CAPITALISATION DOCUMENT
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2. Foreword
In Senegal, 65 % of the population live in the rural areas, while ¾ of them are engaged in agriculture.
Groundnuts constitute the main source of monetary income for six out of ten producers. It also
contributes up to over 30% to food consumption.
It finally provides animal feed, for both draught animals and fattening purposes, and has incited the
Government, since independence, to take over all the links of the groundnut production chain, from
input supply to marketing. Such management translates into its intervention at all levels of
production and marketing through its farmers’ supervision structures. During this period, farmers
were organized around cooperatives set up and administered by the State, and their role was simply
restricted to ensuring production functions.
The failure of this interventionist policy and the liquidation of SONAGRAINES, which dealt with the
production and distribution of agricultural inputs to farmers, have culminated in losses in groundnut
seeds capital, which has declined from 20 000 T in 2000 to 0 T in 2001, a reduction in productivity
and revenues, and an increasing poverty in rural areas.
Private businessmen as well as their support structures and NGOs later tried to reconstitute
groundnut seeds capital that proved fruitless because the key stakeholders and beneficiaries
(producers) were not at the centre of the action.
The decline in groundnut production and the demand in certified seeds expressed by small producers
in sufficient quantity, gave rise to the idea of entrusting the latter with the management of seed
production.
In 2007, the Government of Senegal obtained financial support from the World Bank and IFAD
(PSAOP 2) to fund a pilot action geared towards the production of groundnut seeds by small
producers organized into cooperative-type private businesses.
The convincing results have encouraged the Ministry of Agriculture to request ASPRODEB
(Senegalese Association for the Promotion of Development at the Grassroots), in 2008, within the
framework of the COM – STABEX Program, to support producers’ organizations to reconstitute the
groundnut seed stock and professionalize family farmers (application of standards of agricultural
good practices, traceability, compliance with the seed regulation, etc.).
The EU-IFAD Food Facility Project has just consolidated the accomplishments and helps to pursue the
establishment of cooperatives in the regions of Thies, Tambacounda, Diourbel, Ziguinchor and Kolda,
all of which have a high agricultural potential. As part of the implementation of the said program,
ASPRODEB assisted farmers in their structuring, the functioning of established structures and the
training of stakeholders for their professionalization in certified groundnut seed production and
partnership with technical services and banks. The project’s implementation methodology led to the
implementation of activities linked to the identification of seed producers in the intervention areas,
in close collaboration with umbrella organizations of producers and technical services of the areas
concerned, to the information and sensitizing of producers, in the organization of constituent
General Assemblies supervised by administrative and local authorities.
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3. This approach was meant to trigger the emergence of an autonomous, transparent and professional
organization functioning democratically, and respectful of the rules of good governance and capable
of encouraging its members to become professional in order to ensure the production of certified
groundnut seeds.
This capitalization pamphlet presents the amassed knowledge and experiences as well as the
methodology used to enable producers to organize themselves, assume responsibility, engage a
technical team and establish partnerships with research institutes and financial structures, in a bid to
ensure availability of certified groundnut seeds thus contributing to the renewal of a major sub-
sector for the Senegalese Agriculture.
The path set out here shows the way forward and proves, if need be, that when the real stakeholders
are empowered and take centre stage, the results will follow.
Ndiawar DIOP ASPRODEB Chairman
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4. Table of Contents
Foreword .................................................................................................................................... 2
I. Genesis of cooperatives of seed producers ........................................................................ 6
II. Process for the establishment of cooperatives .................................................................. 7
2.1 Definition of a cooperative .......................................................................................... 7
2.2 Case study of the Cooperative of groundnut seed producers of PAOS KOTO ............ 7
III. Functioning of the Cooperative..................................................................................... 11
3.1 Management of the production ................................................................................ 11
3.2 Management of the collection, storage and marketing processes........................... 13
IV. Management of the Cooperative .................................................................................. 14
4.1 Management bodies of the Cooperative .................................................................. 14
4.2 Administrative and Financial Management .............................................................. 14
4.3 Sustainable management of the Cooperative ........................................................... 15
ANNEXES................................................................................................................................... 16
Annex 1 : Organizational structure of a Cooperative ........................................................... 17
Annex 2 : Seed Production Contract .................................................................................... 18
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5. List of Acronyms and Abbreviations
GA General Assembly
ASPRODEB Senegalese Association for the Promotion of Development at the Grassroots
BFEM Brevet de Fin d’Etudes Moyennes (Junior High school Completion Certificate)
BA Board of Administration
CLCOP Local Framework for Dialogue among Producers’ Organizations
CNCAS Caisse Nationale de Crédit Agricole du Sénégal
COM STABEX Mutual Obligations Framework – Exports Stabilization
DISEM Seeds Division
EDF European Development Fund
FNRAA National Fund for Agricultural and Agro-food research
GOANA Grand Agricultural Offensive for Food and Abundance
ISRA Senegalese Institute of Agricultural Research
N1 Level 1
N2 Level 2
OP Organization of Producers
PSAOP Agricultural Services Programme and Producers’ Organizations
R1 Certified first generation certified seeds and plants
R2 Certified second generation seeds and plants
SDDR Departmental Rural Development Service
SRDR Regional Rural Development Service
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6. I. Genesis of cooperatives of seed producers
With the New Agricultural Policy marked by the disengagement of the State, the withdrawal of
SONAGRAINES, a structure formerly responsible for supporting farmers’ access to inputs, agricultural
materials and marketing, has led to the loss of seed stock (from 20000 tons in 2000 to 0 tons in
2001). This resulted in a decline in productivity and revenue which substantially increased poverty in
rural areas.
Following the State's disengagement, groundnut seed production was taken over by private
businessmen who put farmers on contract to produce certified seeds. Senegalese farmers were
supported by State-run structures and a few NGOs to produce «improved seeds».
Faced with the numerous difficulties encountered by businessmen to rebuild the seed stock, support
structures and NGOs have made unsuccessful attempts to produce seeds.
In 2007, the demand for certified seeds in sufficient quantity, as expressed by small producers,
brought forward the idea of producing the seeds themselves with the required assistance to ensure a
good organization and professionalization.
The Food Facility Program funded by the European Union and implemented by IFAD echoes this
view. In response to the 2008 food crisis, it was instituted to consolidate the accomplishments of
activities undertaken to rebuild the groundnut seed stocks based on the professionalization of
smallholders organized into cooperative-type businesses.
This document builds on the experience amassed by these cooperatives since their creation. It
outlines the process whereby a cooperative of seed producers is established, its methods of
operation and management by taking advantage of the lessons drawn from the experiences of
managers of these structures in Senegal. It illustrates the different stages of the process with the
producers’ experiences and restores their analysis of successes and failures as well as the
recommendations made.
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7. II. Process for the establishment of cooperatives
2.1 Definition of a cooperative
It’s about a corporate body grouping people with common economic and social needs and who, in
quest for the satisfaction of these needs, come together to run a business in accordance with
cooperative policies.
In Senegal, cooperatives are governed by the law n° 87-03 of 28 January 1983 and the decree 83-20
of 25 March 1983.
What is a cooperative?
• An autonomous association of persons;
• A pooling of human and economic means;
• A jointly owned enterprise;
• An enterprise governed by an elected Board of Directors.
Missions of the cooperative
• Improve the economic conditions of its members who are clients and owners, by providing
them with goods and services;
• Assist in the financing of activities by lending and putting the profits back into the coffers of
the association;
• Guarantee the quality (traceability, certification) of seeds;
• Guarantee the availability and distribution of seeds.
How to become a member?
• Volunteer;
• Meet the criteria set by the General Assembly;
• Purchase one or several shares;
• Pay one’s annual subscription;
• Comply with the statutes and rules and regulations,
• Demonstrate loyalty, honesty and solidarity towards one’s cooperative.
Advantages of being a cooperative member
• Benefit from technical and financial facilities;
• Receive training and technical information;
• Have access to inputs and equipment at negotiated prices;
• Have access to markets;
• Benefit from group solidarity.
2.2 Case study of the Cooperative of groundnut seed producers of PAOS KOTO
An old organizational dynamics
Paoskoto is a rural community in the agro-ecological zone of the groundnut basin of Senegal. It is
located in the Department of Nioro du Rip, some 50 Km from Kaolack. It encompasses some 120
villages, most of which share borders with the Gambia and, like other areas of Senegal, it has been
experiencing the emergence of such associations since the advent of the country's independence.
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8. Unfortunately, these structures have not yielded satisfactory results due to the fact that the
management method used by the Government did not make room for farmers’ participation in the
decision making process.
The rural community of Paoskoto whose farmers are still receptive to innovations, has experienced
all forms of organizations of producers like groupings, village sections, the Village Development
Committee (CVD) the central purchasing office, etc. Paoskoto was the crucible of State-initiated pilot
programmes such as PSAOP, PNIR and PNDL, all of which were geared to rural development. The
advent of the PSAOP has led to the creation of the Local Framework for Consultation among
Organizations of Producers (CLCOP). This consultation groups OPs active in the rural community,
namely groundnuts and animal producers, cooperative unions of forestry workers, economic interest
groups, women’s advancement groups, associations and alliances of producers etc. Within this
CLCOP, some farmers identified as seed producers will regroup into cooperatives specialized in seed
production.
A cooperative of groundnut seed producers established in an all-inclusive process
Good practices for the establishment of
cooperatives
- Awareness missions intended for
GENERAL producers;
ASSEMBLY - Promotion of women and youths ;
- Refresher training in cooperatives
management and good governance ;
- Motivation of officials ;
Comptrollers - Clarification of the roles and
Board of responsibilities of members of the
Trustees management bodies.
AD HOC COMMITTEES
DIRECTOR
Technician
Observer Observer Observer Observer Observer Observer
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9. An Action Committee to ensure communication and sensitizing aspects
The rural community of Paoskoto has been chosen to establish a cooperative owing to all the
innovations it has benefited from. The cooperative establishment process started with a sensitizing
and communication meeting staged by CLCOP with the support of ASPRODEB, which then hired a
Consultant to this end. To this varied public, the Consultant presented the different types of
organizations existing in Senegal (GIEs, Association, Cooperatives, etc.), their advantages and
drawbacks, the funding mechanisms, etc. and ran a discussion that culminated in the choice of the
type of organization that they found most suitable for their context. Consequently, a 7-member
Action Committee was set up based on the division of the Rural Community in 6 zones. This division
of the 120 villages encompassed by the RC was made following geographic (closeness of villages,
expanse and polarization centers), cultural and historical criteria (kinship and seniority links existing
amongst villages), etc. Each zone is represented by a member in the Action Committee and the 7th
member hails from the most populated zone that boasts two seats.
This Action Committee was assigned the mission to:
− Inform and sensitize all producers of the locality, leaders of organizations, local and
administrative authorities on the purpose and stakes of the cooperative;
− Identify potential members;
− Write draft statues for the cooperative;
− Draft a letter of intent for the establishment of a cooperative addressed to DRDR;
− Propose a plan of action and develop a projected statement of income;
− Restore the information to ASPRODEB, which is the main partner; and
− Organize the constituent General Assembly (set the date, send the notifications, rent the
venue, propose an agenda) marking the end of its mandate.
Management bodies renowned for their transparent and democratic establishment
The constituent General Assembly (GA) of the cooperative of groundnut seed producers of Paoskoto
convened on 6th December 2007, gathering all producers of the Rural Community identified by the
Action Committee as potential members, representatives of Producers Organizations (POs), GIEs,
associations of producers, the local and administrative authorities, representatives of DRDR of SDDR,
among others. With this varied public, organizers discussed the different types of organization
existing in Senegal (GIEs, associations, cooperatives, limited companies, etc.), their advantages and
drawbacks, the funding mechanisms etc., and sensitized on the need to establish a structure
managed by producers themselves in a bid to prevent drifts noted in the management of former
cooperative entities then established and run by the Government.
During this GA, the Action Committee presented its activity report (a process that had culminated in
the holding of the GA) before unveiling the draft statutes that were discussed, amended and
adopted.
A Board of Trustees and an elected Executive Committee
Based on the decree 83-20 of 25th March 1983 setting the statutes and by-laws for cooperatives, the
constituent GA of Paoskoto gathered some 132 producers to elect a Board of Trustees of 9 members
and a control body comprising 3 comptrollers, the role of whom is to check the application of GA
decisions.
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10. Members of the Paoskoto Board, whose mission is to oversee the application of the decisions made
during the GA, were elected in camera, along with a 6-member Executive Committee with a
Chairman and a Deputy Chair, a Secretary and his assistant and a Treasurer and his deputy. This
proposed Executive Committee was then presented to the GA that discussed and validated it.
An important presence of women and youths in the cooperative
When establishing the management bodies, the initiators focused on a balanced representativeness
based on the division of the rural community and also addressed the gender aspect. Thus, out of the
132 members attending the constituent GA of the Paoskoto cooperative, 74 of them were women
and 35 youths. Three (3) women are member of the Board of Trustees, while others are present in
the Executive Committee, mainly holding the post of Treasurer and Deputy Treasurer.
A technical support staff hired based on standard norms
At the end of the constituent GA, the new Executive Committee got in contact with ASPRODEB for
the recruitment of its technical support staff comprising a Director (holder of a Master’s in
agricultural science, economics, company management or relative disciplines), a technician (holder of
a college degree in agriculture or a similar domain with a solid experience in the agricultural sector),
and 6 observers hailing from the locality.
To this end, the Chairman of the Cooperative issued a call for interest and with the support of
ASPRODEB, screened the candidacy files, staged interviews with the shortlisted candidates to choose
those having the best profile. A work contract was then entered into between the cooperative and
the staff in charge of providing the technical support.
This is actually paramount in the management of the cooperative, as the technical team is placed
under the authority of the Chairman.
Contracting with cooperative member producers
In a bid to consolidate the commitment of producers, the cooperative has signed a contract with
member producers. Through this act, the latter undertake to abide by seeds production
specifications, deliver all their yields to the cooperative and pay back the granted loans. As to the
cooperative per se, it has undertaken to buy the entire production of smallholders. The advantage of
such formalization through a signed contract is that any producer infringing on their undertakings
will face sanctions. For example, a producer selling seeds in the parallel market might be ousted from
the cooperative or even face prosecution.
A steady technical and financial assistance yielding fruitful partnerships
To strengthen the gains in the promotion of cooperatives of seed producers, the Senegalese
Association for the Promotion of Development at Grassroots (ASPRODEB) has secured substantial
support, from the EU - IFAD - ECOWAS Food Facility Program, to help reconstitute the groundnut
seed stock. This seed sector revamping operation has made it possible to cover the charges of the
technical staff and operating costs. In addition, the cooperative has received logistic means and
collective equipment for seed processing and packaging (dockage tester, sewing machine, tarpaulin,
weighting machine, etc.).
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11. The technical support to the rollout of activities was provided by the technical team of ASPRODEB.
The monitoring of the fields control, as per the regulation peculiar to groundnut cultivation was
performed by the technical
officers of DRDR seed
management services and
Cooperative membership criteria: supervised by DISEM.
• Residing in the locality ;
In a bid to better plan the
• Having less than 4 has of land ;
marketing, a funding convention
• Having an appropriate equipment and
has been entered into with CNCAS
adequate staff ;
to enable cooperatives to avail
• Being solvent and trustworthy to banks ;
• Paying a subscription of 10,000 CFA, and yearly
themselves of funds to buy and
contribution worth 2,500 CFA store all the seeds produced,
pending the sales thereof to other
cooperatives or producers during
the course of April-May 2012.
In addition to CLCOP, the cooperative is setting partnership relations with other local organizations
such as the Environment Club that has lent a storage shed.
As part of the program, the cooperative received pre-basic seeds during the campaign 2010/2011
from ISRA, which is in charge of the research component. This partnership has been strengthened
with the presence of the ISRA Station in Nioro, the head of which is regularly kept posted as to the
state of progress of activities and the holding of General Assemblies.
Moreover, the recently-created Network of cooperatives is willing to be a member of ASPRODEB and
benefit from more support concerning the purchase of pooled inputs and the marketing of the
agriculture produce.
III.Functioning of the Cooperative
The functioning of a cooperative of producers of certified groundnut seeds lies on processes ranging
from the management of the production to the marketing, through the collection and storage of the
produce.
3.1 Management of the production Good practices of production management
In a bid to step up the producers’ capacities
to produce certified groundnut seeds, some − Stage many training/communication sessions ;
training activities in production techniques − Increase the quantities and quality of seeds
have been carried out in partnership with and other inputs allotted to producers ;
research institutions and State-run technical − Distribute the seeds in time ;
− Renew the agricultural equipment ;
services.
− Find adequate means in terms of logistics and
staff ;
− Increase the logistic means and the personnel ;
− Ensure the respect of the varieties map.
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12. Testimony of Babacar CISSE, Chairman of the Nganda Cooperative
Members of our cooperative have undergone training sessions that touched on the good agricultural
practices for the production of certified groundnut seeds. The latter can be summed up as follows:
− Preparation of the plot of land;
− Use of 240 kg of unshelled groundnut or 120 of shelled groundnut;
− Use of 6 bags of 6-20-10fertilizers and 2 bags of granox antifungal agent;
− Respect of the 50 cm spacing between the lines;
− Use of adapted seeding discus depending on the species ;
− waiting for a rainfall of 25 mm or above before sowing ;
− Weeding on the 4th day after sowing;
− Spraying of fertilizers on the 10th day after sowing.
In the beginning of the campaign, I signed a contract with each producer involved in the production
of groundnut seeds. Usually, the inputs (seeds and fertilizers) are provided on credit to the producers
who undertake to pay back the loans at the end of the campaign. The contract specifies the
obligations of each party, notably the member’s obligation to hand over to the cooperative all his
production and that of the cooperative to buy at a pre-set price the production of both certified and
noncertified seeds.
In the choice of the varieties, the cooperative oversees the observance of the varieties map drafted
by ISRA according to the agro-ecological zones in Senegal.
Our yields vary between 800 kg and 1 ton. Some cases of poor yields related to rainfall hazards and
at times to the non respect of the recommended technological package have been noted among
some producers belonging to the cooperative.
The ‘Cooperative du Fleuve’ gives us basic seeds that we multiply in level 1 (N1) and which are
subsequently sold to other seed production cooperatives as part of a partnership under the Network.
Before the beginning of each campaign, the Network organizes a meeting to enable each
cooperative to present its needs in seeds and negotiate and sign a contract with another one to
satisfy the expressed needs.
Our cooperative has secured the support of technical services for the following activities :
− Statement of cultivation lodged with DISEM;
− Monitoring of the emergence rate on the 15th and 40th day after sowing;
− Control, monitoring and cleanup of the land by SDDR and DISEM ;
− Demarcation of pre-harvest yield square ;
− Analysis of the sampling of yield squares;
− Determination of the level to be certified by DISEM and regional control by SDDR or
DRDR.
Access to State-subsidized fertilizers and phytosanitary products is difficult for the cooperative, which
secures supplies from private entities, where prices are deemed very high.
During the agricultural campaign 2011/2012, the cooperative bumped into a deficit of supplies in
seeds, reason why 26 percent of producers belonging to the cooperative did not receive seeds.
We have received, as part of the EU-IFAD Food Facility Program, via ASPRODEB (the technical
partner), a series of equipment including an electronic weighing machine, a weigh scale , 2
tarpaulins, one sewing machine, 5 bikes, 2GPSs, 1 computer+printer, office furniture and chairs.
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13. 3.2 Management of the collection, storage and marketing processes
Testimony of Aly DIAW, Chairman of the seed production cooperative of Kahi
The availability of storage sheds is the main problem that we are facing. Some sheds are in a run-
down state and need to be rehabilitated. The ones in a good state are often difficult to access and
cooperatives have some times to share them with other producers and economic operators that do
not produce any seeds.
These infrastructure-related constraints expose the yields to attacks of seed weevils, which reduces
the rate of certification and subsequently affects the expected production.
Since the negotiations with the Government for the provision of metal sheds to cooperatives of seed
producers have not been conclusive, the sheds targeted as part of the Food Facility Program have
not been rehabilitated.
Concerning the marketing of the products during the campaign 2010/2011, the seeds were sold at
225 CFA for the Level 1 (N1) and 200 CFA for the level 2 (N2). From these amounts are deducted the
granted loans.
The producer receives at the time of delivery a down payment worth 200 CFA per kg for the level N1
plus his certification bonus amounting to 25 CFA per kg, and 175 CFA per kg for the level N2, with a
bonus of 25 CFA per kg granted after certification by DISEM services. The collected and certified
seeds will be stored and verified regularly until the month of May of the following year. The
cooperative makes sure that all good conditions are met to preserve the quality of the stock.
For the forthcoming campaign, we intend to sell the N1 stock at 265 CFA/kg to groundnut seeds
producers for them to make N2 seed,s and our certified N2 seeds will be sold to producers at 240
CFA/kg. The release of the stocks is at the charge of buyers. The production of ordinary groundnut
(non certified) as from the end of the marketing campaign of this year 2012, shall be sold in the form
of peanut at the rate of 150 CFA/kg. As far as the marketing is concerned, our cooperative sets its
funding needs based on the projected yields. We develop our credit file, along with the Director of
the cooperative, based on the projected collection and the needs in operating costs; thus we
integrate the marketing costs with the different items of expenditure and a projected statement of
income. The assistance from ASPRODEB and the credit fund called ‘Lever Fund’ placed at CNCAS will
this year make it possible to mobilize funding. Actually, the Food Facility Program is expected to help
us secure a credit three times higher than the guaranty fund. Hitherto, our cooperatives do not on
the whole complain about the agricultural bank that trusts us. Some banks often lament the delay in
the mobilization of funds in spite of the provision of the capital stock and the lever fund. The respect
of the contractual undertakings is an important criterion of success. In fact, the delays noted in the
provision of funding prompt the sales of seeds in parallel markets. The latter’s appeal is increased by
factors such as the incentive prices proposed, the little requirements of buyers (no grain cleaning, not
screening) and the extension of the low-offer period.
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14. IV. Management of the Cooperative
4.1 Management bodies of the Cooperative
Under the tutelage of the Ministry of Agriculture, the Cooperative is managed in first instance by the
General Assembly. The GA is the supreme organ of the Cooperative, but it delegates its power to a 9-
member Board of Trustees, whose role is to see to the application of the decisions made during the
GA. The Board elects among its members the ones due to form the 6-member Executive Committee,
with a Chairman and a Deputy Chairman, a Secretary and his assistant, and a Treasurer and his
deputy. The gender aspect is also encouraged.
On the other hand, there is a control body assigned with the mission to check the application of the
decisions made during Gas.
Some commissions can be set up if need be. Every year, an ordinary General Assembly is convened to
peruse the activities carried out. However, an extraordinary General Assembly can be held if
circumstances so demand. The Board convenes once every quarter and the validity of the meetings is
dependent on the following:
o Notifications sent 21 days in advance;
o Verification of the quorum ;
o Drafting of minutes along with the attendance list.
All the documents shall be archived in the office by the Secretary. The Chairman convenes and
presides over all meetings.
Cooperatives can improve their organizational structure and, particularly, their secretariat, by
pursuing the sensitizing tours and by regularly reporting on their activities.
4.2 Administrative and Financial Management
The Board recruits a qualified staff led by a Director. It is responsible for the financial management
under the supervision of the Chairman. The Director drafts a business plan featuring all activities. He
shall present monthly financial and
activity reports to Board members. Each
expenditure shall be justified with Good practices in terms of marketing:
vouchers (invoices, receipts, discharge, - Definition marketing conditions in the
orders, etc.) These accounting production contract ;
documents are classified as archives in - Early start of the marketing campaign ;
the office. - Contracting and price-setting before the
production ;
- Proper knowledge of members due to assure
the marketing;
- Proper estimation of the collection ;
- Homogenous processing conditions in all
cooperatives (NETWORK).
- Timely mobilization of funding ;
- Diversification of financial partners.
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15. The functioning of a cooperative requires some financial Good practices in terms of administrative
means: for the handling of daily operations, yearly and financial management
contributions are used and completed with the benefits
generated by the marketing campaign; for the financing of − Provision of data in time ;
the monitoring of the production and seed collection and − Availability of monthly reports ;
marketing campaigns, a credit is incurred at the bank. − Proper keeping of administrative and
financial documents ;
− Training of the technical team as to its
One of the tools that cooperatives were lacking is a manual
roles and responsibilities ;
of procedures. Such a document is of paramount importance
− Holding of periodic meetings with the
as it makes it possible, along with the book of specifications Board ;
for the technical staff, to set all the internal procedures − Adequate office equipment and
governing the life of the cooperative. The manual of
procedures defines the principles and criteria guaranteeing
transparency, democratic management, and specifies the roles and responsibilities of the different
bodies (Board and technical staff) likely to ensure a proper running of cooperative affairs.
4.3 Sustainable management of the Cooperative
The most important issue is the one relative to the sustainability of cooperatives: are they in
dynamics that enable them to reach financial autonomy and assure their own sustainability?
The presence of certain factors can hinder such a prospect. These include:
− Dependence on other structures for the acquisition of equipment or the coverage of charges
of the technical team;
− Lack of entrepreneurship from managers of cooperatives, which prevents them from
anticipating events and defining a real policy of empowerment vis-à-vis classical partners;
− Absence of a consistent policy of the Government in the seed sector, which exposes certified
seeds to the competition of imported seeds.
Services expected from the Network, as part of the strengthening of the sustainable management of
cooperatives include the following:
o Training and monitoring for good agricultural practices ;
o Marketing of the production ;
o Support for the transparent management of the cooperative.
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16. ANNEXES
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17. Annex 1 : Organizational structure of a Cooperative
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18. Annex 2 : Seed Production Contract
Contract for the rain-fed production of N___ seeds
Campaign-----------
BETWEEN
The Cooperative of groundnut seed producers referred to as << COPROSA>> of-----------------------------
Represented by its Chairman, M ------------------------------------------------------------------------------------------
ON THE ONE HAND,
AND,
The adhering producer named ------------------------------------born on -------------------in ----------------------
National ID Card N°--------------------------, member of the Cooperative,
ON THE OTHER HAND
It has been agreed the following:
Article 1: SCOPE AND PURPOSE OF THE CONTRACT
This Contract fits into the framework of the national program for the revival of the groundnut
production sector, as part of which it has been agreed that the COPROSA of ---------------------, its
member producers, undertake to produce the groundnut seeds of level N__ during the campaign
referenced above.
Article 2 : OBLIGATIONS OF THE COOPERATIVE
• The Cooperative undertakes to supply seeds and fertilizers in conditions set by mutual
agreement with the support of ASPRODEB;
• The Cooperative monitors, through its technical team, the production and provides a close
support to the producer all along the agricultural campaign, and undertakes to buy the entire
production, after the latter is washed, sorted and certified.
Article 3: OBLIGATIONS OF THE PRODUCER
• The Producer undertakes to cultivate during the raining season two (2) hectares of level N__
of the variety _______, and to use the seeds supplied by the Cooperative;
• The Producer shall apply the mineral formula to the prescribed doses ;
• The Producer undertakes to deliver his entire production stemming exclusively from the farm
concerned.
Article 4: SANCTIONS AND PENALTIES
In case of violation of any of the dispositions under Article 3 of this Contract, the Producer can be
excluded from the Cooperative and shall reimburse all granted advances and shall lose his
subscription amount.
Article 5: DURATION
This Contract is established in two (2) copies (One for the producer, one for the Cooperative) for the
duration of the production and marketing campaign.
The Chairman of the Cooperative The Member Producer
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