IJERD – International Journal of Environmental and Rural Development (2012) 3-2

Research article
erd

The Effectiveness of Farmer Organization Management in
Kamchaymear and Baphnom Districts, Prey Veng Province
SAVOEURN MEANG*
Royal University of Agriculture, Phnom Penh, Cambodia
Email: meangsavoeurn@gmail.com

MOM SENG
Royal University of Agriculture, Phnom Penh, Cambodia
Received 13 December 2011

Accepted 18 April 2012(*: Corresponding Author)

Abstract ‘Farmer  organization’  is  a  new  concept for Cambodian people, and capacities toeffectively manage farmer organizations are limited. Thus, a study was conducted with
two objectives, (1) to explore aspects of management and leadership capacities of management committees, and (2) to look into the management processes for farmer organizations. After finishing an interview with all stakeholders, the results showed that educational level of the management committee is so low, with 64.50% finishing primary schooland only 1.4% university. Even though they have low education, among 95.1% of themanagement committees had the ability to write their small project proposals to be submitted to supporting non-government organizations or other donors for both financial andtechnical support. After their assessment, each farmer organization received 1-3 grants for
implementing their own economic initiatives, 62% of the management committees and themembers interviewed were provided with technical trainings. All farmer organizations
have all the necessary characteristics such as logo, organizational chart, by-laws, recording
tools and they conducted meetings regularly. Furthermore, they maintain good relationships with all stakeholders and also received official recognitions from the local authorities.
Overall, we can say that the management capacity of the committees have improved eventhough they still need further support from outsiders in terms of capacity building, working capital, etc. so as to make sure they continue to function well to serve the interest of
the members in the long run.
Keywords farmer organization, committee, Prey Veng province, Cambodia

INTRODUCTION
The Cambodian government is focusing on the reduction of poverty of the people. Over 80% of
Cambodian population is living in rural areas and more than 70% of labor force in the whole country do farming (MAFF, 2006). Even though many farmers are self-sufficient, 86% of them are below the poverty line (NPRS, 2002; MOP, 2003).
The government is now trying to improve the livelihood of people and develop the national
economy through the implementation of government and civil development projects, in order to get
effective success and sustainability. Government, non-governmental organizations and other institutions have been organized and used many new strategies to support and develop more effectively
farmer groups, associations, communities, cooperatives and federations. All of them were defined
as farmer organizations (FO) and facilitated with managing, funding, training and so on. In the inventory of Cambodian farmer organizations, it has been found that before 1995 there were 616 FOs,
between 1995 and 2000 3,785 FOs, and after 2000 there were 10,157 FOs (Couturier et al., 2006).
The type of farmer organizations in Cambodia can be divided into 10,487 farmer groups, 662
farmer associations, 1,769 farmer communities, 93 farming business communities, and 6 farmer
federations, and a total of 13,017 FOs (Couturier et al., 2006).
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In 2001, a Royal Decree on Agricultural Cooperative, Union of the Agricultural Cooperative
and the Pre-Agricultural Cooperative was published, giving a legal framework for farmer economical organizations. Also in 2003, Prakas of Ministry of Agriculture, Forestry and Fisheries on statuteand regulation format was used on Agricultural Cooperatives.
Farmer organizations can be successful or fail. It depends on the leading of committee members,   members’   participation   and   supporting   agencies   or   stakeholders.   Committee   members   have  enough management qualifications. They can well manage their FOs such as meeting facilitation
ability, planning activities annually, strategy plan preparation, knowledge transfer, experience sharing, bookkeeping, and implementing, monitoring and evaluating of farmer organization projects
etc.(Sophany, 2010). On the other hand, to become a good manager, the applicant has to be honest,
self-sacrificing, try to learn what he is weak at, and good internal and external communication.
Most farmer organization leaders are lacking abilities such as general management, financial management, communication, bookkeeping, and agricultural techniques (Couturier et al., 2006).
METHODOLOGY
The research was conducted in Prey Veng province with the target area of Komrong Daikou of
Agronomes et Vétérinaires Sans Frontières, that have been working in Baphnom and Kamchaymear districts. There are 33 farmer organizations (2 agricultural cooperatives, 29 rice bankassociations,  and  2  village  animal  health  worker  “VAHW”  associations).
The sample selection for interviewing was divided into 3 parts:
1. All farmer organization committee members were interviewed (100%), the total sampling being
142 persons.
2. All project implement staff and commune councils collaborating with project were interviewed(100%), being the total sampling 8 persons.
3. Farmer  organization  members’  samplings  were  selected  by  stratified  sampling  method  based  on  the scoring evaluation of farmer organization types in 2009. Each type of farmer organization
limited 50%, but not less than 2 farmer organizations. The formula of Yamane Taro (1967) byrandomized method was used. So, a total of 314 members were interviewed.
The primary and secondary sources of information were compiled together for analyzing by
SPSS and SWOT.
RESULT AND DISCUSSION
The research results showed that farmer organizations that were successful in its development relyon  the  committee  members’  capacities  mainly,  because  committee  is  the  leader  of  farmer  organizations responsible to achieve progress and sustainability. So, many non.government organizations
and institutions have been trying different approaches to support farmer organizations such as training by theory and actual practice, conducting exchange visits, etc. in order to improve the committee’s capacity in accordance with their situations.
Through  questionnaires  it  was  observed  that  committee  members’  education  as well as the opportunity to get capacity building and institutional strengthening was different among farmer organizations.
Table 1 Educational attainment of committee members
Type of FO
Agriculture cooperative
VAWH association
Rice bank association
TotalNo.
of FO

No. of committee (person)

Primary2229
331612114
142

62.50
33.30
68.40
64.80

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Education (%)
SecondaryHighschool
25.00
41.70
26.30
27.50

12.50
8.30
5.30
6.30

University
16.70
1.40

IJERD – International Journal of Environmental and Rural Development (2012) 3-2

Most  of  the  committee  members’  education  in  the  three types of farmer organizations was low,with 64.80% finishing primary school, 27.50% finishing secondary school, 6.30% high school andonly 1.4% university. The reason why many administrative committee members studied only at
primary schools was that most of them are farmers. Furthermore, if they have higher education,
they do not want to be administrative committee members because of little interest in the benefits.
As shown in Table 1, we found that only committee members of Village Animal Health Worker
Association have university degrees since they got income from animal treatment. They want tostrengthen their capability and be more effective in their profession.
Regarding administrative committee members who have low education, many institutions ofdevelopment agencies started changing their approaches not only focusing on providing fund, materials and technical training support but also strengthening the committee capacity building of
farmer organization in leadership and management. As a result, 76.1% of administrative committee
members received farmer organization management training, 61.3% financial training, 32.4%
communication and marketing trainings, 34.5% leadership training and 88% proposal writing training. With these approaches, 50% of administrative committee members had participated in various
exchange visits on animal raising, vegetable growing, farmer organization management and otherenhancements.
Table 2 Administrative committee capability of funding proposal writing
Education

No. of administrativecommittee chief (person)

Primary school
Secondary school
High school
UniversityTotal

18112
233

Fund proposal writing from 2007-2010
Success (%)
Failure (%)
88.90
100.00100.00100.00
93.90

11.10
6.10

Opinion of members andstakeholders

Based on the support and strengthening from various development agencies, the capacity
building of administrative committee members was improved. The committee has improved its
ability of leading farmer organizations, preparing clear organizational charts, communicating withdonors and stakeholders. Because of the improved ability, they now got 1 to 3 grant(s) from donors
through proposal writing for implementing micro-projects from 2007 to 2010. Table 2 shows thatadministrative committee chiefs who studied only at primary school got 88.90% of success andonly 11.10% a failure. Compared to others who studied at secondary school or above, they now
could get 100% of success. As a result, this success contributed as an idea from other committee
and members in their farmer organizations. They now not only receive funds, but most of committee members get various training also, for example, rice seed production, 21.80%; fertilizer use,26.80%; pig rearing, 36.60%; marketing, 32.4% and proposal writing 88%, etc.

Fig.1 Opinion of members and stakeholders about committee capability
The result showed that only 3.2% of the members said that committee capacity was not good,but others (44.3%) said that it was moderate and 52.5% that it was good. For the project staff andcommune councils, 50% replied moderate and the other 50%, good. In accordance with the resultsⒸISERD158

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shown, the committee’s capability was not good enough in leading farmer organizations yet. They
still need more support on capacity building and other skills that involve development agencies andother stakeholders.
The process of farmer organization establishment depends on the types of farmer organization,objectives, and steps taken by farmer organization creators. There were different steps/methods
referring to the aims of the creation of projects or laws. If someone wants to be a member of a
farmer organization, he has to pay membership fee or share buying, and anyone who wants to be acommittee member has to go through an election process.
Table 3 Recruitment of administrative committee members of FO
Type of farmer organization
Agricultural cooperative
VAHW association
Rice bank association
TotalNo. of committee
members (persons)1612114142

Assignation to a committee
Election (%)
Appointment (%)
100
91.70
75.40
79.60

8.30
24.60
20.40

According to the results of Table 3, 100% of Agricultural Cooperative committee, 91.70% ofVillage Animal Health Worker association committee and 75.40% of Rice Bank association committee were selected by election. Only 20.40% of committee members were selected by appointment as it was based on the criteria selection rule. For example, rice keepers were selected by appointment because they provided their lands for rice store construction and also because it is difficult to move the rice store from one place to another. The mandate of election is 3 years, but some
farmer organizations do not apply the written statute and internal rules because of no new candidates. Members let old committees to continue, and sometimes committees do not organize elections.
Table 4 Application of duties and responsibilities to administrative committee members
Education
Primary school
Secondary school
High school
UniversityTotal

No. of committee(person)Not done

92
39
92142

4.30
2.60
3.50

Organizational chart (%)
Partly done
Well done
58.70
48.70
55.60
50.00
55.60

37.00
47.70
44.4050.00
40.80

In order to have a more effective management of farmer organizations, each farmer organization committee as well as its members must apply organizational charts to divide the duties andresponsibilities among members. The questionnaires showed that all farmer organizations createdorganizational charts, but their duties and responsibilities stated in the organizational chart were notdone well. In the results of the survey, 40.80% of the duties were well done, 55.60% partly doneand 3.50% not done. One reason is that some committee members could not do their duties alone,such as organizing bookkeeping or conducting meeting, etc.
Table 5 Application of statute and internal rules of administrative committee members
Education
Primary school
Secondary school
High school
UniversityTotal

No. of committee(person)Not done

92
39
92
142

3.30
2.10

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Statute and internal rule (%)
Partly done
Well done
53.30
43.60
44.40
50.00
50.00

43.50
56.40
55.60
50.00
47.90

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Table 5 shows that 100% of farmer organizations have conducted meetings and made statutes
and internal rules to be followed and performed. As a result, there were only 47.90% well done,
50% partly done and 2.10% not done.
To be easily recognizable or identifiable by donors, development agencies and other stakeholders, 93% of farmer organizations  had  to  have  logos,  and  only  7%  didn’t  have.  Farmer  organizations at least got a recognition letter from the commune office.
Table 6 Committee capability for conducting meetings
Type of farmerorganization
Agricultural
cooperative
VAHW
association
Rice bankassociation
TotalNo. of committee
members (person)

1-monthMeeting duration
3-month

16

50.00

50.00

-1266.70

33.30

-114

24.60

72.80

2.60

142

31.00

66.90

2.10

6-month

A meeting is very important for all committee members and members or stakeholders to havetime for discussion, sharing information, planning preparation, or participating to solve any problem and other matters. Even though the committee education is low, they have sufficient capability
to conduct meetings at least for their own farmer organizations. In Table 6 it is expressed that meeting duration depends on their activities. If they have many activities, more meetings will be conducted. As a result, 66.90% of farmer organizations conducted a 3-month meeting. By the support
from development agencies, committees did not only have the ability to facilitate the meeting but
also could prepare agenda for meeting, and take minutes.
Referring to research results, relationship between farmer organization committees and members depends on the point of views of each one. Overall, the opinions of project staff and commune
councils about committees and members relationship were moderate and good.
To encourage administrative committee members in farmer organization that can manage well,members and committee members also discussed and agreed to provide salaries for committee
members under facilitation of local authority or development agencies. As a result, each committee
member can get 80 kg to 120 kg of paddy rice per year or get cash. It depends on the resource orincome of the micro-project activities.
CONCLUSION
A farmer organization is a type of farmer group that was n created to be responsible for the overall
objectives and interest of farmers and to serve the interest of economic and natural resource management that involved direct and indirect agricultural activities implemented by farmers. In Cambodia, farmer organization was divided into 5 types, such as group, association, community, agricultural cooperative and federation.
In accordance with the research results, we can conclude as follows.
- Leading capability of farmer organization committee members were improved, even though they
were selected from farmers and had low education as well.
- Leading and managing farmer organizations improved, as they set up organizational charts, statute, internal rules, logo, and conducted meetings regularly as well as they were able to get grantsand trainings through proposal writing. Furthermore, their knowledge on how to manage and process farmer organization was also improved.
Finally,  farmer  organizations’  success  or  failure  depend  on  how  good  the  committee  members  and participating members as well as development agencies function and manage.

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ACKNOWLEGEMENT
We would like to deeply acknowledge and give thanks to the Royal University of Agriculture forfacilitating and writing the manuscript, to Agronomes et Vétérinaires Sans Frontières Cambodia forproviding the place to research and to my relatives.
REFERENCES
Couturier, J., Sam, O. and Phalla, H. 2006. Overview of the situation of farmer organization in Cambodia.
Ministry of Agriculture Forestry and Fisheries-2006, Cambodia.
MAFF. 2003. Prakas 547 on statute and regulation format use of agricultural cooperative. Ministry of Agriculture Forestry and Fishery, Cambodia.
MAFF. 2006. Master plan for national agriculture research. Ministry of Agriculture Forestry and Fishery,Cambodia.
MOP. 2003. Cambodia millennium development goals report, 2003. Ministry of Planning, Cambodia.
NPRS. 2002. National poverty reduction strategy, 2003-2005. Council for Social Development, Cambodia.
Royal Decree. 2001. On agricultural cooperative, union of the agricultural cooperative and the preagricultural cooperative, Cambodia.
Sophany, P. 2010. The support of NGO agronomes et Vétérinaires Sans Frontières (AVSF) for farmer organization. Master degree thesis. Royal University of Agriculture, Cambodia.

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