Rikolto in Tanzania is an international organisation which has operated in Tanzania for 40 years supporting various beneficiaries who are the farmers, traders, consumers and cities. Globally, Rikolto works to transform food chains an ensure food is produced with respect for people and planet by supporting collective actions, innovations and better ways for actors in food chain to realise their potentials to feed the growing population while caring the nature. In the next five years, the organization has a programme that aims to contribute making horticulture, grains and pulse sector and grains food chains become more sustainable and inclusive for smallholder farmers in Tanzania. Rikolto in Tanzania has adopted a cluster development approach for promoting innovations that are scalable and replicable by supporting farmer business organizations (FBOs) to engage in clusters and value chains.
Background of Kivulini Cooperative Society
Mgagao Commercial Village Association was registered in 2012 by Mwanga District Community Development Department after uniting 6 VICOBA facilitated World Vision Tanzania to enhance the collective marketing of cereals. To date, 5 VICOBA with total 116 members, namely, Furaha, Faraja, Sifa, Elishadai and Fahari form the association. The organisational structure of the association consists of an AGM at the top, followed by main committee underneath, and below it, are 6 committees, namely, market and value addition, child development, communication and technology, community development, finance, insurance and investment. World Vision Tanzania also supported the farmers with development of a warehouse that can keep up to 3,000 bags of cereals, where the farmers contributed TZS 250,000 per group, excluding labor, in the development process. The Mgagao cluster as categorised by Rikolto brings together four villages of Mgagao, Kiverenge, Lembeni and Mbambua.
Because of weaknesses in organisational management and poor business skills, the association used the warehouse in facilitating collective marketing in only two seasons of 2014 and 2015, before a decision was made by the association in 2016 to hire it out at TZS 100,000 per month to a private maize miller based in the village. The commercial village had never since then conducted any business, conducted inadequate meetings against requirement of their constitution that needs two Annual General Meetings and quarterly finance meetings. On the positive side, the VICOBA members are very active as they meet weekly, however, the members of VICOBA not enthusiastically committed to the Kijiji Biashara association.
Rikolto, in collaboration with the association, conducted an organisational assessment using SCOPE insight to get a deeper understanding of the strengths and weaknesses of the association as well to identify and priorities key areas to improve. The assessment report results indicate the average score is 1.8 out of 5 values. It attained the following scores in different dimensions:
- Internal management 1.9
- Market 1.4
- Operation 1.7
- Financial management 1.7
- Sustainability 1.6
- Supply 1.9
- External risk 1.4
- Enablers 3.4
Methodology, Approaches and Tools
The implementation of the Capacity Building Plan will be carried out in training and coaching sessions. The management committee will be introduced to new concepts, tools, ideas and principles around a specific theme in training sessions. Subsequently, the trainers will follow this up with coaching sessions for staff and specific committee members on the use of newly acquired competences in day-to-day operations.
The consultant will be expected to prepare work plans for the delivery of training sessions and the subsequent coaching sessions based on the TOR and the detailed capacity development plan. The training and coaching should be specifically looked at through the lens of the cooperative’s business objectives as stated in the value propositions to both their members as documented in the business plan. Seasonality will be important to ensure that the training programme does not disrupt the farming activities.
Coaching sessions will be designed to affect the trainees' day-to-day responsibilities and operations of the association. Rikolto believes that on-the-job coaching can be very effective and deepen the impact. Some sessions can therefore be delivered within business planning or membership meetings.
Scope of work The detailed assessment capacity development needs of Mgagao Commercial Village Association are given in the Capacity Development Plan (CDP) which is considered an integral part of this TOR. The scope of work and expected output will be:
1. Improve the association's internal management
- Ensure decision made on key issues such as raising capital of 25,000,000 from own sources are reached even 20%, in which each member group pays monthly fee aiming at increasing capital base.
- Doing business collectively though available storage facilities of 500MT.
- Work with the association to revise the association's constitution structure to be open to accommodate more members instead of VICOBA groups only, management structure revised, vision and mission should reflect pulses business.
- Members and leaders are aware and execute their roles and responsibilities.
- 5-year strategic plan in place, and started implementation.
- Business plan, production and harvesting calendar/regulations in place, and adhered by members.
- Marketing assistant, quality assurance and financial assistant recruited, actively assume their roles.
- 30% positions of leadership occupied by women.
- 15% of members of the association are youth.
2. Support Mgagao to improve its supply and marketing
- Commercial village personnel are aware of better-quality beans and green grams for the local and export markets.
- Work with interns to improve /update the farmer master list to include size of the farm, name and contact of the farmer, from crop calendar support the association to develop harvesting chart, and forecast of the expected volumes, marketing strategy that has collective marketing plan and market information systems with clear quality management per buyer.
- Farmers sell better quality produce.
- Branded packaging materials are used by the association and farmers.
- Work with Mwanga district council to open grain auction at the storage compound link at least 2 domestic and regional buyers source produce from the commercial village at better price that benefiting farmers.
- Market and value addition committee coordinate business activities.
- Mgagao association gain membership with TCCIA Mwanga and their issues discussed in business council.
3. Support Magagao to improve financial management
- Support and coach the management committees on financial management skills, financial manual, financial planning and budgeting, financial risk management, record keeping and monitoring.
- Develop formats and coach them in financial reporting to AGM and other parties, set in place suitable financial systems, including cash handling, cash inflow, book of accounts and book reconciliation.
- Support the association to produce an asset register and update it.
The proposals should be presented in English, and it should contain, but not be limited, to the following:
General institutional and technical information of the applicant
- Overall experience of the organisation in community work and sustainable development. Experience in construction initiatives is greatly preferred and highly desirable.
- Experience of the applicant to implement similar training while building institutional capacity and engaging stakeholders.
- Resumes of the proposed key personnel that will be assigned to work on the programme.
- A brief methodology or approach to achieve the required outputs of the assignment, elements of work plan and timeline, and a preliminary budget, as well as an analysis of challenges, obstacles and possible solutions. Also indicate how you plan to build local capacity and engage local stakeholders.
- Any support/contribution, if possible, of the submitting organisation for the project in both cash and in-kind (contribution in terms of staff time, office space and equipment and other support in cash and in-kind should be expressed in monetary terms).
- Ability to work in Swahili language with local communities.
The proposed budget should be well delineated and rational including estimates for training required personnel and related operational costs. The proposed budget will form the basis for the negotiation of the final budget which will form part of the Agreement of Cooperation. The budget should be in Tanzanian shillings.
Duration of the assignment
This assignment has been allocated for 51 working days and redistributed 6 days per month based to developed and agreed work plan. Final submission of report is due by November 20th, 2020.
Requirements and Procedure to apply
Qualified firms/candidates are invited to submit their Technical and Financial proposal, Methodology/ approach, and CVs via email eastafrica [at] rikolto.org by 8th April 2020 and should indicate the source of this advertisement.