National Association of Farmers of Sierra Leone (NAFSL)
National Organization Sierra Leone
O.A.U. Drive, State Avenue Tower Hill Freetown
nafsl2010@yahoo.com
nafsl2010@yahoo.com
nafsl2010@yahoo.com
+23276595934/ +23276422766/+23277239527
Foundation and nature of the organization
31 Mar 1976
The National Association of Farmers of Sierra Leone (NAFSL) was established in 1976 and has the responsibility to formally organize farmers into local farmers’ Organizations and/or Cooperatives and advocate for farmers at governmental levels and the wider international community. However, the reality of NAFSL current activity is that of professional management of farmer advocacy and lobby but also play a pivotal role in the production-related activities of farmers Organizations in Sierra Leone. Organizing farmers could have an undertone of organizing an effective voice that may not necessarily be in support of all government policies and programs.
On the 26th of July 1995, NAFSL was registered as an NGO (Non-governmental Organization) with the Ministry of Finance and Economic Planning. NAFSL has also been admitted on the 30th of April, 2006 to the Network of farmers and Agricultural Producers Organizations of West Africa (ROPPA). Already ROPPA has supported the activities of some of the farmers Organizations that are members of NAFSL.
Accords to records, the Organization has 3800 registered members associations and still maintains that number representing about 2.5 million farmers nationwide. Its most basic local unit is the village/Community-based production group and /or association. These associations are spread over 194Chiefdoms of the country. These Chiefdoms are spread over the 16 districts of the country. The sixteen districts are spread over the three provinces of the country which are the Northern, Southern, and Eastern provinces. The Western Area stands on its own in which 30 village communities are registered with NAFSL.
On the 26th of July 1995, NAFSL was registered as an NGO (Non-governmental Organization) with the Ministry of Finance and Economic Planning. NAFSL has also been admitted on the 30th of April, 2006 to the Network of farmers and Agricultural Producers Organizations of West Africa (ROPPA). Already ROPPA has supported the activities of some of the farmers Organizations that are members of NAFSL.
Accords to records, the Organization has 3800 registered members associations and still maintains that number representing about 2.5 million farmers nationwide. Its most basic local unit is the village/Community-based production group and /or association. These associations are spread over 194Chiefdoms of the country. These Chiefdoms are spread over the 16 districts of the country. The sixteen districts are spread over the three provinces of the country which are the Northern, Southern, and Eastern provinces. The Western Area stands on its own in which 30 village communities are registered with NAFSL.
NGO
Acts of Parliament
NNGO/152/2011-2012
Membership
Organizational membership
3000
Cooperatives, Union, Association community based and individual farmers
Lilema women Development Asso.
Bum Agricultural Farmers Asso.
Pa.Loko Poultry and Multi-purpose Farmers Asso.
Gbadebu Youth Development Organisation
Benwat Farmers Association
Women’s’ Association for Empowerment in Agri.
Juuhun Mowoto Rural Development Organization
Malehn Development Organisation
Organisation for Peace, Reconcilation and Development- S/Leone
Gbaima Agricultural Development Project
Bagbo Rural Development Organization
Bumpeh Farmers Initiative Against Hunger
Bo District Environmental and Development Organization (BODEDO)
Kakpema Community Development Association
Kandeh Town Farmers Organization
Magbema Mixed Farm Project
Gbokoya Agricultural & Rural Development, S/L (GARD-S/L)
Organic Farmers Marketing Cooperative Agency (OFAMCO)
Bum Agricultural Farmers Asso.
Pa.Loko Poultry and Multi-purpose Farmers Asso.
Gbadebu Youth Development Organisation
Benwat Farmers Association
Women’s’ Association for Empowerment in Agri.
Juuhun Mowoto Rural Development Organization
Malehn Development Organisation
Organisation for Peace, Reconcilation and Development- S/Leone
Gbaima Agricultural Development Project
Bagbo Rural Development Organization
Bumpeh Farmers Initiative Against Hunger
Bo District Environmental and Development Organization (BODEDO)
Kakpema Community Development Association
Kandeh Town Farmers Organization
Magbema Mixed Farm Project
Gbokoya Agricultural & Rural Development, S/L (GARD-S/L)
Organic Farmers Marketing Cooperative Agency (OFAMCO)
Individual farmer membership
2000
Family farmers and Smallholders
1500
Governance and structure
NAFSL Organizational structures basically refer to the elected members of the various farming Organizations and /or Cooperatives establish at various levels-village, section, Chiefdom, districts, regional and national. Among other things, these structures were re-established to facilitate mobilization, sensitization, and coordination of farming. In particular, they structure under the leadership of the National Executive Council will formulate, oversee, and guarantee the policy and resources of the organization. The Chairperson of the National Council is responsible to safeguard NAFSL and ensures that business is conducted in accordance with government laws and regulations binding all civil society organizations in Sierra Leone.
The structure comprises of the following:
- Primary farmers group comprising of individuals and groups at the village or community level. This was done on an all-inclusive approach. Groups comprise of 10 -25 members were fully registered and provide with an official registration certificate to be renewed annually.
- Farmers Association was constituted at the section level. Two representatives were drawn from the farmers group at the village level. Selected members are known members and with on-going concrete farming/agricultural related activities in a defined and specific jurisdiction (geographical location).
- Chiefdom Farmers Executives: This was constituted at chiefdom with membership drawn from section each providing two representatives with known farming activities.
- District Farmers Executives: Comprise of three representatives with known farming activities in identified Chiefdom.
- Regional Farmers Executives; This comprises of three representatives with concrete and active farming activities in all districts in the region.
- National Council: This comprises of five representatives with concrete, known, and on-going farming/ agricultural activities in the identified regions.
- The National Executive Council establishes an administrative and management structure and hires professional staff to work at the National Secretariat. The administrative structure which comprises of organizational unit/structures was established to guarantee and enhanced professional management and administrative tasks in accordance with NAFSL mission, vision, mandate, responsibilities, and objectives. It’s responsible for the translation of NAFSL policy into concrete programs and plans of action.
Professional management and administrative team were contracted through a competitive, transparent, and equal opportunity process. Staff was recruited on a performance-based contract. The following posts were available:
1. National Coordinator: S/he is responsible for policy, resource mobilization, and the overall development of NAFSL. The post is supervised and monitored by the National Council. Will provide quarterly narrative and financial reports to the National Council and to all key stakeholders.
2. 4 Regional Coordinators: These posts were located at three regional offices and in the Western Area. They support the National Coordinator in formulation NAFSL policy, strategies and programs, and in the mobilization and allocation of resources.
3. Administrative Secretary: This post is responsible for the overall administration responsibilities and tasks.
4. Financial Controller: Financial management policy, strategies, procedures and systems. This ensures financial integrity, corporate accountability and transparency.
5. Accountant: The Accountant/Finance Manager is responsible for financial administration, documentation and record-keeping regarding NAFSL financial transactions.
6. Monitoring and Evaluation Officer: This post is responsible for the overall monitoring and evaluation of NAFSL organizational processes, policy, programs, and impact of activities intended beneficiaries.
7. Process Facilitator (Consultant): The post is responsible for professional guidance regarding NAFSL organization development and institution-building process.
8. Production and Marketing Officer: This post is responsible for the design, development, and implementation of NAFSL Agricultural Production and Marketing Policy and programs and the schemes to facilitate NAFSL and its members to participate in public, private partnership (Agricultural Business/ Entrepreneurship development).
9. Legal Adviser: This post is responsible for legal aid support services to NAFSL and its membership.
10. District/ Field Officers: This post is responsible for linkage and networking between and among the membership of NAFSL and with other key stakeholders.
The structure comprises of the following:
- Primary farmers group comprising of individuals and groups at the village or community level. This was done on an all-inclusive approach. Groups comprise of 10 -25 members were fully registered and provide with an official registration certificate to be renewed annually.
- Farmers Association was constituted at the section level. Two representatives were drawn from the farmers group at the village level. Selected members are known members and with on-going concrete farming/agricultural related activities in a defined and specific jurisdiction (geographical location).
- Chiefdom Farmers Executives: This was constituted at chiefdom with membership drawn from section each providing two representatives with known farming activities.
- District Farmers Executives: Comprise of three representatives with known farming activities in identified Chiefdom.
- Regional Farmers Executives; This comprises of three representatives with concrete and active farming activities in all districts in the region.
- National Council: This comprises of five representatives with concrete, known, and on-going farming/ agricultural activities in the identified regions.
- The National Executive Council establishes an administrative and management structure and hires professional staff to work at the National Secretariat. The administrative structure which comprises of organizational unit/structures was established to guarantee and enhanced professional management and administrative tasks in accordance with NAFSL mission, vision, mandate, responsibilities, and objectives. It’s responsible for the translation of NAFSL policy into concrete programs and plans of action.
Professional management and administrative team were contracted through a competitive, transparent, and equal opportunity process. Staff was recruited on a performance-based contract. The following posts were available:
1. National Coordinator: S/he is responsible for policy, resource mobilization, and the overall development of NAFSL. The post is supervised and monitored by the National Council. Will provide quarterly narrative and financial reports to the National Council and to all key stakeholders.
2. 4 Regional Coordinators: These posts were located at three regional offices and in the Western Area. They support the National Coordinator in formulation NAFSL policy, strategies and programs, and in the mobilization and allocation of resources.
3. Administrative Secretary: This post is responsible for the overall administration responsibilities and tasks.
4. Financial Controller: Financial management policy, strategies, procedures and systems. This ensures financial integrity, corporate accountability and transparency.
5. Accountant: The Accountant/Finance Manager is responsible for financial administration, documentation and record-keeping regarding NAFSL financial transactions.
6. Monitoring and Evaluation Officer: This post is responsible for the overall monitoring and evaluation of NAFSL organizational processes, policy, programs, and impact of activities intended beneficiaries.
7. Process Facilitator (Consultant): The post is responsible for professional guidance regarding NAFSL organization development and institution-building process.
8. Production and Marketing Officer: This post is responsible for the design, development, and implementation of NAFSL Agricultural Production and Marketing Policy and programs and the schemes to facilitate NAFSL and its members to participate in public, private partnership (Agricultural Business/ Entrepreneurship development).
9. Legal Adviser: This post is responsible for legal aid support services to NAFSL and its membership.
10. District/ Field Officers: This post is responsible for linkage and networking between and among the membership of NAFSL and with other key stakeholders.
National President
Technical Staff headed by Network Coordinator &Policy Analyst
M &E Officer
Youth & Gender Officer
Finance Manager
Registrary Officer
Finance Clerk
Office Assistant
Office Driver
Confidential Secretary
NATIONAL DELEGATE CONFERENCE:
This is the General Assembly of Memberships which constitutes the highest supreme executive body of NAFSL charge with the responsibility to review and adopt the constitution, evaluates the performance of NAFSL, restructures the association and secured the needed resources for the professional management and administration.
In a nutshell, memberships that form Cooperatives are voluntary, jointly owned, and democratically controlled (i.e. one member, one vote) association of private actors created to meet the economic interests of its members, general public, regional community and the international community through joint economic activity.
ORGANAGRAM HIRARCHY OF NAFSL:
National Delegate Conference
National Council
National Executive Members
National President
There are more than five women in all.
Technical Staff headed by Network Coordinator &Policy Analyst
M &E Officer
Youth & Gender Officer
Finance Manager
Registrary Officer
Finance Clerk
Office Assistant
Office Driver
Confidential Secretary
NATIONAL DELEGATE CONFERENCE:
This is the General Assembly of Memberships which constitutes the highest supreme executive body of NAFSL charge with the responsibility to review and adopt the constitution, evaluates the performance of NAFSL, restructures the association and secured the needed resources for the professional management and administration.
In a nutshell, memberships that form Cooperatives are voluntary, jointly owned, and democratically controlled (i.e. one member, one vote) association of private actors created to meet the economic interests of its members, general public, regional community and the international community through joint economic activity.
ORGANAGRAM HIRARCHY OF NAFSL:
National Delegate Conference
National Council
National Executive Members
National President
There are more than five women in all.
Objectives
Strategic Plan
2010-2016
NATIONAL ASSOCIATION OF FARMERS OF SIERRA LEONE (NAFSL)
STRATEGIC PLAN - 2020
1. Introduction
The National Association of Farmers of Sierra Leone (NAFSL), founded in 1976 as an umbrella organization for farmer’s organizations (FO’s) and agricultural producers at the village level, to promote local initiatives of small farmers and help to build their capacities with knowledge and skills to lobby and advocate by themselves, with decision-makers at national, regional and international levels to achieve sustainable agricultural productivity and ensure food security, job creation, and income generation.
NAFSL is registered with the government line Ministry of Finance, Development and Economic planning, and also the Sierra Leone Non-Governmental Organization (SLANGO). NAFSL became a member of the National Platform of the Network of Peasant workers and Agricultural producer’s organization of West Africa (ROPPA)in March 2007.
NAFSL realizes a future where people and communities in Sierra Leone achieve food and nutrition security and are prosperous. Its primary objective is therefore to improve farmers livelihoods through sustainable increases in agricultural production and productivity, as well as promoting competitiveness, and markets. To achieve its Vision and Mission, NAFSL Strategic Plan for 2020 was therefore developed to strengthen agricultural research, extension, and advisory services, stakeholder capacities, and to establish and coordinate communities of practice in agricultural research and development in Sierra Leone.
The one-year Strategic Plan framework for the development and promotion of successful pathways for scaling up and scaling out agricultural technologies and innovations to achieve widespread impact. It has also been aligned with national and regional policy frameworks that aim to accelerate agricultural growth and rural development, and improve food and nutrition security and livelihoods, including for women and young people. Ultimately, implementation of the Strategic Plan will enable smallholders, peri-urban farmers and producer organizations to become market-oriented and to become competitive entrepreneurs in sophisticated markets while ensuring food and nutritional security for the population of Sierra Leone.
Having this in mind NAFSL redesign its strategic plan for 2020 to incorporate the national agricultural policy framework that prioritizes agricultural production and productivity with the new National Agricultural Transformation Programme (NATP) which are critical for agricultural inclusive growth, sustainable use of natural resources and reduced vulnerability, building the foundations for agricultural transformation and equitable and sustainable economic growth.
2:0 Priority Area
2:1Increased productivity along the food system value chain, improved livelihoods and nutrition outcomes through food and nutrition security and responsible agribusiness development
Sierra Leone has the highest potential for agricultural production and productivity and in fostering agricultural transformation while at the same time ensuring Food and Nutrition Security.
To achieve that, there is the need for strengthening and complementing existing efforts of government and partners to:
i) further develop human and institutional capacity to respond to the demands of an increasingly challenging and diverse commercial environment, enhance the transfer of available relevant agricultural knowledge and skills, increase organizational capacity for value addition and access to markets, and lack of access to relevant information
ii) to build up governance of Food and Nutrition Security in order to offer tailored services to different population groups with diverse needs and aspirations and for agriculture to find its role in the multifaceted issue of malnutrition.
2:2 Responsible governance and management of natural resources
The natural resource base and ecosystem services are the foundation for agriculture. Sierra Leone has abundant natural resources available which in recent years are increasingly coming under pressure. At the same time large scale investments in agriculture have profound economic and social effects on smallholder farmers and communities. Hence, policies and institutions for governance of natural resources in Sierra Leone need a clear framework and directions.
Additionally specialist capacities in the land, fisheries and forest sectors need to be further developed in order to be up to the task of effectively governing these natural resources in a sustainable manner. The effects of climate change are evident in Sierra Leone but relatively new on the agenda of development partners in the country. Distinctive expertise in Ministries and agencies is needed; meanwhile sustainable practices have to be adequately promoted in strategies and programmes.
2: 3 Increased resilience of livelihoods to threats and crisis
The fear of disease infection, natural and climate change related disasters and man-made disasters are looming in the country given recent experiences of the Ebola crisis and the floods in different parts of the country. The recurrence of disasters and crises undermines Sierra Leone’s efforts to eradicate hunger and malnutrition and to achieve sustainable development. Apart from destroying lives and properties, they threaten livelihoods, diminish people’s potential to empower themselves and engage in long term investments that will lift them out of poverty.
2: 4 Support Social Protection interventions for vulnerable households and communities
If vulnerable populations do not have access to a functional safety net, they will fall in a downward spiral of poverty in case shocks or negative trends affect their livelihoods. In Sierra Leone, basic social services are very limited, not accessible or do not meet the requirements of especially (rural) women, deprived rural and urban youths and also for a huge amount of EVD survivors or families that were devastated by EVD. To meet pressure on their meagre resources they will revert to sell (productive) assets, take children out of school, thus eliminating their livelihood’s ability to recover. Access to services tailored for specific groups in the domain of agriculture and food security can build a crucial bridge between short-term relief (in case of crises) and longer-term development.
3:0 NAFSL Strategic Objective For 2020
3:1 To organized, research and build the capacities of Farmers Based Organization (FBO) strength on specialized commodities approach through commercialized farming, adopting the concept of organic farming, includes production, value chain addition/ processing and marketing. special consideration would be given to Ebola survivors farmers
3:2 To help Farm family gain a solid understanding about climate change, community-based adaptation, planning and implementation using the idea of Smart Agriculture in the face of Climate Change (SAC) for sustainable environmental management and increase agricultural productivity
3:3 Capacity building for district executive on agricultural policies, leadership transformation skills, conflict prevention and management, disaster preparedness and mitigation.
3:4 Training farm family on aquaculture/ fish farming, production, processing and marketing.
STRATEGIC PLAN - 2020
1. Introduction
The National Association of Farmers of Sierra Leone (NAFSL), founded in 1976 as an umbrella organization for farmer’s organizations (FO’s) and agricultural producers at the village level, to promote local initiatives of small farmers and help to build their capacities with knowledge and skills to lobby and advocate by themselves, with decision-makers at national, regional and international levels to achieve sustainable agricultural productivity and ensure food security, job creation, and income generation.
NAFSL is registered with the government line Ministry of Finance, Development and Economic planning, and also the Sierra Leone Non-Governmental Organization (SLANGO). NAFSL became a member of the National Platform of the Network of Peasant workers and Agricultural producer’s organization of West Africa (ROPPA)in March 2007.
NAFSL realizes a future where people and communities in Sierra Leone achieve food and nutrition security and are prosperous. Its primary objective is therefore to improve farmers livelihoods through sustainable increases in agricultural production and productivity, as well as promoting competitiveness, and markets. To achieve its Vision and Mission, NAFSL Strategic Plan for 2020 was therefore developed to strengthen agricultural research, extension, and advisory services, stakeholder capacities, and to establish and coordinate communities of practice in agricultural research and development in Sierra Leone.
The one-year Strategic Plan framework for the development and promotion of successful pathways for scaling up and scaling out agricultural technologies and innovations to achieve widespread impact. It has also been aligned with national and regional policy frameworks that aim to accelerate agricultural growth and rural development, and improve food and nutrition security and livelihoods, including for women and young people. Ultimately, implementation of the Strategic Plan will enable smallholders, peri-urban farmers and producer organizations to become market-oriented and to become competitive entrepreneurs in sophisticated markets while ensuring food and nutritional security for the population of Sierra Leone.
Having this in mind NAFSL redesign its strategic plan for 2020 to incorporate the national agricultural policy framework that prioritizes agricultural production and productivity with the new National Agricultural Transformation Programme (NATP) which are critical for agricultural inclusive growth, sustainable use of natural resources and reduced vulnerability, building the foundations for agricultural transformation and equitable and sustainable economic growth.
2:0 Priority Area
2:1Increased productivity along the food system value chain, improved livelihoods and nutrition outcomes through food and nutrition security and responsible agribusiness development
Sierra Leone has the highest potential for agricultural production and productivity and in fostering agricultural transformation while at the same time ensuring Food and Nutrition Security.
To achieve that, there is the need for strengthening and complementing existing efforts of government and partners to:
i) further develop human and institutional capacity to respond to the demands of an increasingly challenging and diverse commercial environment, enhance the transfer of available relevant agricultural knowledge and skills, increase organizational capacity for value addition and access to markets, and lack of access to relevant information
ii) to build up governance of Food and Nutrition Security in order to offer tailored services to different population groups with diverse needs and aspirations and for agriculture to find its role in the multifaceted issue of malnutrition.
2:2 Responsible governance and management of natural resources
The natural resource base and ecosystem services are the foundation for agriculture. Sierra Leone has abundant natural resources available which in recent years are increasingly coming under pressure. At the same time large scale investments in agriculture have profound economic and social effects on smallholder farmers and communities. Hence, policies and institutions for governance of natural resources in Sierra Leone need a clear framework and directions.
Additionally specialist capacities in the land, fisheries and forest sectors need to be further developed in order to be up to the task of effectively governing these natural resources in a sustainable manner. The effects of climate change are evident in Sierra Leone but relatively new on the agenda of development partners in the country. Distinctive expertise in Ministries and agencies is needed; meanwhile sustainable practices have to be adequately promoted in strategies and programmes.
2: 3 Increased resilience of livelihoods to threats and crisis
The fear of disease infection, natural and climate change related disasters and man-made disasters are looming in the country given recent experiences of the Ebola crisis and the floods in different parts of the country. The recurrence of disasters and crises undermines Sierra Leone’s efforts to eradicate hunger and malnutrition and to achieve sustainable development. Apart from destroying lives and properties, they threaten livelihoods, diminish people’s potential to empower themselves and engage in long term investments that will lift them out of poverty.
2: 4 Support Social Protection interventions for vulnerable households and communities
If vulnerable populations do not have access to a functional safety net, they will fall in a downward spiral of poverty in case shocks or negative trends affect their livelihoods. In Sierra Leone, basic social services are very limited, not accessible or do not meet the requirements of especially (rural) women, deprived rural and urban youths and also for a huge amount of EVD survivors or families that were devastated by EVD. To meet pressure on their meagre resources they will revert to sell (productive) assets, take children out of school, thus eliminating their livelihood’s ability to recover. Access to services tailored for specific groups in the domain of agriculture and food security can build a crucial bridge between short-term relief (in case of crises) and longer-term development.
3:0 NAFSL Strategic Objective For 2020
3:1 To organized, research and build the capacities of Farmers Based Organization (FBO) strength on specialized commodities approach through commercialized farming, adopting the concept of organic farming, includes production, value chain addition/ processing and marketing. special consideration would be given to Ebola survivors farmers
3:2 To help Farm family gain a solid understanding about climate change, community-based adaptation, planning and implementation using the idea of Smart Agriculture in the face of Climate Change (SAC) for sustainable environmental management and increase agricultural productivity
3:3 Capacity building for district executive on agricultural policies, leadership transformation skills, conflict prevention and management, disaster preparedness and mitigation.
3:4 Training farm family on aquaculture/ fish farming, production, processing and marketing.
Sectors of intervention and activities
- 1. Capacity-building and institutional support to members
- 2. Policy engagement, lobbying and advocacy
- 3. Provision of economic services
- 4. Communication and knowledge management
Economic services
Development
Administering of questionnaires on four ecological areas to sixty farm families which include supervision, monitoring, and evaluation of the questionnaires.
Farm family cultivation activities on these ecologies have become productive as a result of implementing agent development intervention.
Development
Administering of questionnaires on four ecological areas to sixty farm families which include supervision, monitoring, and evaluation of the questionnaires.
Farm family cultivation activities on these ecologies have become productive as a result of implementing agent development intervention.
Cashew nuts, Cassava, Chickens, Coffee, green coffee, Ginger, Goats, Groundnuts in shell, groundnuts, peanuts, Oil palm fruit, Potatoes, Rice, paddy rice, Sorghum
Partnership
Network of farmers and Agricultural Producers Organizations of West Africa (ROPPA).
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Name of the Project: Family Farmers Observatory Framework, from january 2017- Dec 2018.
The financier is the Network of Famers Organisation and Agricultural Producers of east Africa.
The financier is the Network of Famers Organisation and Agricultural Producers of east Africa.
Other informations
29 Apr 2020