First of all in a society like ours political legitimacy and social legitimacy are two different aspects and thus can not be placed within one common sentence. For a farmer organization in country like India, Political and social legitimacy is half important. In a complex society like ours political and social interests are not same for all the sections and there are sharp differences and at times conflicting interests among various groups situated at various steps of social strata. Political groups generally represent some sections of society and they opine there stand as per these sections which they claim to represent. Political legitimacy is of least important for Farmer organizations. F.O.s are involved in productivity, marketing, policies, and other issues of its constituents. At best connectivity with political groups for lobbying purpose is required for FO.s.
As far as social legitimacy is concerned, social legitimacy as a larger concept is required and a must for farmer organizations but at times farmer organization in a country like ours have to take stand and object to commonly prevalent social perceptions and strive to bring about a change in the same. “Social legitimacy” can be seen as an added value especially in Indian context wherein social divisions, gender divisions etc. play a key role; Social legitimacy will strengthen the Farmer organization. Farmer organization need not be politically correct all the time; however its actions and process should be well within the legal framework. Thus within the broader aspect of “capability to relate” the Political and social legitimacy is half important for farmer organizations in society like ours.

Integer leadership and staff (upright, incorruptible and undiscussed) is very important. While working on farmer issues a farmer organization need to present a positive and trust worthy face and there should be well placed processes to ensure accountability and transparency in the functioning of organization. Any producer organization that seeks to represent issues and interests of farmers shall be prepared to face uncomfortable questions from the sections with conflicting interests. An integer leadership and staff is first condition to gain sustained confidence of your constituency. Democratic processes for electing leaders and decision making are the pre-requisite.

Adequate alliances with external stakeholders are important especially in India. Success of FO.s is because of institutionalization of F.O.s and permanent activity/programme models. Quality of leadership in developing nations is not up to standards to overcome the shortfall. A professional administration/advisory structure is the key for success and sustainability. It helps farmer organizations to develop stronger bargaining power with the authorities. However such alliances should be created as an evolving process and should not be done in haste as it may affect the interest of its own constituency. Such alliances should not be created on unequal platforms. Adequate alliances with external stakeholders are a continuous process and should be promoted and developed as and when it arises. In fact F.O.s should make a serious effort to identify and establish alliances. In Indian context alliance with divergent institutions like Government, private sector, N.G.O.s and international organization is essential for long term sustainability of farmer organization.

Presence of a work plan, decision taking and acting on these decisions collectively is very important for farmer organization. It helps in optimum utilization of resources and timely delivery of targets, at the same time it also helps in keeping the track of the progress and thus avoiding any distractions from already set objectives/goals. Acting on decisions which were arrived at after due deliberations and building consensus is critical for success of the programme and sustains the organization. However these processes are evolved with time and it is very difficult for farmer organizations in developing countries to adopt and adapt to such processes in the beginning phase of organizational development.  Sustained guidance, training and mentoring are the keys.  CIFA with the assistance of Agriterra has conducted many pilot projects and has succeeded.

Facilities, equipments and premises are very important. It facilitates the complete process of organizational functioning and growth. Facilities and equipments helps in real time coordination which further the capabilities to deliver on development objectives. However organizations require thorough training on management of such resources for the given purposes so as to ensure optimum utilization of these. Similarly a premise helps in developing a common centre for coordination and communication and also provides a platform for experience sharing, learning and reviewing the performance. Most farmer organizations in developing countries lack such facilities, equipments, premises etc. and require continuous direct support to develop and manage the same.

Understanding of shifting contexts and relevant trends is very important for farmer organizations to adapt and self renew, however scope for such understanding is very limited due to absence of supportive and facilitating environment. Farmer organizations in developing countries; first need to develop understanding of over all policy and market environment, understanding of shifting contexts and relevant trends comes later. However to be able to adapt to change and to survive in fast changing socio- economic, political as well as climatic environment, understanding of shifting contexts and relevant trends and flexibility to adapt to the same is a must. A permanent mechanism shall be evolved to conduct studies and provide information to the F.O.s on regular basis.

Confidence to change, leaving room for diversity, flexibility and creativity is very important for farmer organizations. Such confidence can only stem from understanding of market and policy environment, ability to respond and timely access to knowledge/information. The fragile farmers in developing countries are very vulnerable and it is becoming increasingly difficult for them to continue in the profession. Expecting confidence of any kind in such situation is not a practical approach however.  Risk mitigation and ability to cover for possible failure is the key to confidence to change. Such security and cover is completely absent in developing countries. Crop failure and absence of risk mitigation is the main reason for suicides of over 20,000 farmers every year. It is also responsible for large number of farmers leaving the profession and opting for more secure professions in urban areas. To make farmer organizations confident to change, leaving room for diversity, flexibility and creativity, a minimum security for the time gap required to shift and cover for possible failure with scope for coming back should be provided. It will help in retaining the youth in agriculture sector in India.

Use of opportunities and incentives, acknowledgement of mistakes that have been made and stimulation of the discipline to learn is important if such opportunities and incentives are available and are within the reach of the farmer organization, which is not the case with farmer organizations in developing countries. Next logical step to acknowledgement of mistakes that have been made is using available alternative options. No such alternatives are generally available. In most cases mistakes are at policy or implementation level and farmers and their organizations are not in a position to bring any substantial change by acknowledging the same.  However within the given framework with all its limitations, use of opportunities and incentives, acknowledgement of mistakes that have been made and stimulation of discipline to learn is important for farmer organizations to enhance its capability to adapt and self renew.

Systematically planned and evaluated learning, including in management is important but it is a distant reality for most of the farmer organizations in developing countries due to lack of professionals, institutions and mechanisms to design, implement, and monitor and support the same. Farmer organizations most in their nascent stage of development as professional organization are challenged by all the dynamics that are part of organizational development process.  Systematically planned and evaluated learning may boost the process and increase the capacity of organization to deal with the internal and external issues related to organization and the sector. Again this should be an evolving process through guidance and support from outside. Inclusion of professionals in the management processes may benefit the organization, but these professionals are required to be exposed to ground reality and grass root experience before any such inclusion.

Clear mandate, vision and strategy, which is known by staff and used by its management to guide its decision making process is very important for farmer organizations. In most cases clear mandate is not lacking but building a clear vision around that mandate remains a challenge for the organization due to absence of understanding of policy and market environments and restricted access to information and knowledge. Developing strategy comes later. Developing strategy around the vision requires understanding of complete policy environment, changing trends and knowledge of ones strengths, weaknesses, opportunities and threats (SWOT). Unless such understanding and willingness to bring about desired positive change is there, strategy can not be developed and implemented. However clear mandate, vision and strategy is definitely a major factor affecting capability to maintain consistency and is very important for farmer organizations. CIFA has initiated a process on above aspects since 2004, at the apex level. Between 1998 and 2004 similar exercise was done at state level by Federation of Farmer Associations, Andhra Pradesh. Both institutions are recipient of Agriterra assistance and advice. The experience of L.TO. Netherlands has helped in shaping many of the policies and strategies. However in the context of India’s 600 million farmers, it will take considerable time, resources to cover the entire country. India can be a model for developing nations to learn from its experiences.

Leadership committed to achieving coherence, balancing stability and change is important for farmer organization. Such coherence, balancing stability and change within the organization provides flexibility to adapt and thus helps in maintaining consistency in performance. A coherent team can always deliver better than one which is not. Achieving coherence, balancing stability and change should be transferred from leadership to the members and staff and it should become integral part of organizational functioning.

Consistency between ambition, vision, strategy and operations is very important and continuous monitoring; feed back, review system and well placed follow-up processes are the key to it. Farmer organizations can develop these processes with time through guidance, support and mentoring from outside. One word of caution here is that this ambition should not be personal and it should be well in tandem with organizational goals and purposes. Organizational goals, objectives, ambitions, vision, strategies and operations should be performance oriented and these should be specific, measurable, achievable, and realistic and time bound. Such processes if laid down and implemented properly helps in developing capabilities to maintain consistency.