ANAPQUI, a producer's experience with quinoa - SOS Faim

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Page 6 Farming dynamıcs Outside acceptance and recognition stem from an activity which is resolutely directed towards international markets, and from a strong role within the national structures, when it comes to the coordination of farmers' organizations like CIOCEC (Comite Integrador de las Organizaciones Economicas campesinas) or AOPEB (Associacion de Organizaciones de Productores Ecologicos de Bolivia). The weak internal recognition is one of the association's main obstacles: the elected managers of ANAPQUI hardly ever enjoyed genuine support or commitment from members who are often guided by short term visions and expectations. And some former elected managers have been quick to create competing activities, as soon as they had learned how to go about it! Moreover, as we have seen, ANAPQUI changed from a system of representation by “automatic” membership to a system of voluntary individual membership based on regional organizations. In a first stage ANAPQUI claimed to be entitled to represent all the producers; at present, representation is certainly limited to some extent, although the situation has become more transparent. We have to admit, though, that ANAPQUI has lost its previous leadership which allowed it to speak on behalf of quinoa producers at large. b) The managers' position Like other farmer's organizations, ANAPQUI first practiced a system of rotation of managers in 2 year cycles and no second mandate. Such a system, inspired by a “democratic” concept, had the disadvantage of frequent breaks of continuity in the political management of the association. Since 1996, things changed: re-election of managers is now possible and managing bodies are renewed in parts only, which improves coherence of leadership. The role of managers in a farmer's organization like ANAPQUI is another important subject. Some of ANAPQUI's activities request a high level of professional skills. During its history, it had to live through many tensions between managers and employees: instead of limiting their interventions to defining general guidelines, and to supervising the middle management's activities, leading managers had developed a tendency to interfere excessively with practical routine and so limited the scope of middle management. This eventually created a situation of crisis, when the association's activities came tobe directed by elected managers only. With this type of management, inherited from the association's early trade unionist concepts, ANAPQUI had been too slow to react to quick changes on quinoa markets in a number of cases. One final point has to be stressed: despite ANAPQUI's efforts to create and finance training programmes for leading managers, mainly from the ranks of associated producers, few candidates have emerged during the last years. The problem of future managers is real, and it will remain one of the association's main challenges. Conlusion ANAPQUI's history certainly does not reflect the quiet flow of a peaceful river. It has the merit of still existing, after fighting its way through a severe economic crisis in 2000. As we see things, its itinerary is a perfect illustration of a number of paradoxical events which any farmer's organization may be confronted with, when it has to find its identity as a busi-
ness company with a social commitment. (see FD No 5) The search for a direct, if not immediate, impact on associated families, and for social profit conflicts with a difficult balance with the economic viability of the association. In ANAPQUI's case, this balance is even more difficult to be found, as economic profitability is at stake on two different levels: regional and national. Quality of leadership. Complex activities, like those of ANAPQUI, acting as a business company and a trade union, request highly skilled managers: strong leadership combined with the gift of motivating members; close contacts with the staff, combined with the best possible “managerial” know how. Rotation of responsibilities certainly can be considered as part of internal democracy. Without a minimum of rotations in leadership, the risk of loosing contact with the grass roots is real. On the other hand, excessive rotation means less experience and professional talents. ANAPQUI “experienced” such a situation when, in the beginning, managers changed frequently and the statutes had to be changed to allow for greater continuity. Reasonable rotation in responsibilities must also be considered as helpful when it comes to replacing one generation by the next. One of ANAPQUI's greatest advantages was to start from a dominant market position, with a high demand for its product. However, the association has developed a tendency to rest on past success, failing to anticipate evolution of demand and to implement a genuine marketing strategy. Such critical elements are part and parcel of business operations of associated producers. Challenges are far more difficult to cope with than for classical companies. Decision making, relations between members and elected leaders, between leaders and professional middle management, are far more complex and request constant search for a balance between individual and collective interests. On the other hand, ANAPQUI has a great potential of development, and we can only wish that this potential will generate tangible results in the coming years. Page 7 Farming dynamıcs
Page 1 and 2: Number 7 June 2005 ANAPQUI, A PRODU
Page 3 and 4: The main ANAPQUI action, though, re
Page 5: opening quinoa export markets, main
Page 9 and 10: REFERENCES After launching a vast

ANAPQUI, a producer's experience with quinoa - SOS Faim

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