The Business Development Officer under the guidance of the Project Manager, will provide overall leadership in designing and implementing appropriate interventions within the project with the objective of developing the 25-farmer owned agri-business (FOAB), in the Hatching Hope Kenya project (HHK) into strong and profitable farmer business organizations and entities. This will be achieved through capacity building of the organizations in business planning and financial management, development of management structures and systems, the provision of business advisory services and the development of key marketing and financial linkages in financial services, input services and strong partnerships with both public and private organizations. The officer will identify impact investment opportunities and scaling up of Business Models. The interventions to be led by the Business Development Officer seek to increase the overall level of competitiveness of the poultry production business within the farmer owned agri-business (FOAB).
Responsibilities
Business Development (30%)
Undertake capacity assessment and due diligence for FOABs.
Support producer organizations to develop business plans, strategic plans and financial and human resource management systems.
Capacity building of FOABs, through training in business, financial management and governance.
Analysis and conducting of feasibility to assess and develop new business, investment and financing options.
Provide advice and assistance in the establishment and maintenance of business and financial record keeping systems.
Develop business models clearly showing the value proposition of FOAB to members and how it will leverage opportunities in the production and market environment.
25 FOABs assessed within the first year of project implementation and 25 capacity assessment reports developed.
Technical assistance and mentorship provided to the 25 FOABs on a quarterly basis through research, visits and training sessions.
Facilitate the development of business planning guidelines and business plans, strategic plans and financial management systems for 25 FOABs by the end of the first year of the project.
Capacity building plans developed for all 25 FOABs by the end of the first year and their implementation updated and reviewed on a quarterly basis.
Analysis conducted to identify business and investment opportunities for 25 FOABs and at least three new opportunities explored per year per organization.
25 FOABs with established financial and business records systems that provide management with the key information to govern business operations by the end of the second year of project implementation.
25 FOABs with established and documented business models with clear value proposition within the first 18 months of the project.
25 FOABs achieve the targeted growth in member mobilization numbers-based project and hub membership targets by the end of the second year of the project implementation.
Collect and collate information on Catalytic Leverage Fund (CaLF) and share with the manager on a monthly basis.
Cooperative Governance and Management (30%)
Provide support in establishing and operating market structures (e.g., collection centers, market centers, processing facilities, chilling centers, etc.)
Facilitate the transformation of 25 FOABs into formal dairy collective enterprises that will stimulate poultry production.
Assist to develop guidelines for the formation, management and governance of cooperatives/FOABs/ producer groups
Coordinate and build up linkages and networks with the appropriate government Cooperative Office and other organizations, as required.
25 FOABs with functional market structures for milk aggregation are in place by the second year of project implementation.
All the producer organizations are operating as dairy collective producer organizations and cooperatives by the end of the project.
The project has string linkages with the government cooperative offices in all the targeted counties and all the 25 FOABs are compliant with cooperative guidelines and formal requirements by the end of the second year of project implementation.
Capacity Development (30%)
Design, develop and deliver business management training packages/modules, in coordination with other relevant project staff.
Identify and carry out a comprehensive capacity assessment of the potential farmer producer organizations for the project to partner with and thereafter develop and deliver a capacity building program.
Develop capacity building and operationalization of the business and marketing plans of the producer organizations/hubs through joint planning and monitoring.
Facilitate the capacity building of the cooperative/FOAB/union governing board and management in effective and efficient decision making, financial management, human resource management, operation and strategic planning and implementation, conflict management and democratic governance.
Support the producer organizations to put in place and implement efficient financial management systems and build their capacity in all aspects of financial management. i. An operational and module-based business training package that integrates the experience of Cargill is developed and in use within the first three months of the project implementation.
Capacity assessment is completed and continuously reviewed using the Scope Insight methodology and LINK methodologies in the project.
Annual capacity development plans are developed for the project every year and their implementation are reviewed and monitored on a quarterly basis.
25 FOABs have effective governing boards with the capacity to provide strategic management and vision for the organizations in financial management, human resource management, operations, strategic implementation and conflict management.
25 FOABs have efficient and effective financial management systems by the end of the first year of project implementation.
Collaboration towards a Common Goal (10%)
With the Enterprise Development Manager, develop the business FOAB of the cooperatives with backward and forward linkages into the total value chain.
Incorporate within the framework of the project potential ‘win-win’ business opportunities which can attract different value chain actors to engage in transactional relationships with the farmer producer organizations and develop a platform for achieving these partnerships.
Work in close coordination with the relevant project staff on quality assurance and control for all livestock-based products for processing, packaging, marketing and distribution.
25 FOABs develop a strong platform for engaging with the value chain actors in transactional relationships.
Close coordination and collaboration with the country office Enterprise Development Manager, Training Manager and Animal Wellbeing Manager to deliver quality trainings through the annual capacity building plans.
25 FOABs achieve and maintain high quality standards for their produce including milk and have effective systems for daily quality monitoring.
Job Requirements
Required education
: Bachelor's degree
Required relevant work experience
: 5 years
Required languages:
English (Spoken: fluent | Written: fluent)
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