International Journal of Management (IJM)

Volume 12, Issue 4, April 2021, pp. 98-115, Article ID: IJM_12_04_010
Available online at http://iaeme.com/Home/issue/IJM?Volume=12&Issue=4
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.12.4.2021.010

© IAEME Publication Scopus Indexed

EVALUATING FACTORS THAT AFFECT THE

PERFORMANCE OF FARMER’S COOPERATIVE
UNION IN SILTIE ZONE, ETHIOPIA
Mohammed Essa
Lecturer, Department of Economics, Werabe University, Ethiopia

Bedru Surur
Manager, Department of Zonal council, Werabe, Ethiopia

ABSTRACT
Agricultural cooperatives, as self- help group organizations, play a meaningful role
in uplifting the socio-economic conditions of their members and their local
communities. Keeping in view the role of agricultural cooperatives in enhancing
agricultural production, the study was undertaken in the prime objective of assessing
the performance of melik siltie farmers cooperative union in siltie zone. To address the
objective of the study 198 sample respondents were selected from six member primary
cooperatives on proportionate to size. Both primary and secondary data were collected
from members’ primary cooperatives, the union and relevant offices. To achieve the
objectives, descriptive statics such as percentage, frequency and trend analysis were
used to examine the operational performance of the union, the member’s satisfaction
and constraints that hinder the performance of the union. Ratio analysis was also used
to evaluate the financial performance of the union. The result of the operational
performance i.e. The services provided by the union revealed that the result shows that
the union and its member cooperatives were functioning better in fertilizer distribution
which shows the union increases its share of distribution of fertilizer in terms of volume
and value in the study period. The performance of seed marketed by the union shows
fluctuating trends. The union performance in marketing members’ produce was
increasing in volume from year to year but the type and amount of product marketed by
the union was low. The union in general could not obtain a sufficient market, nor make
available sufficient storage capacity. The liquidity analysis showed that source of the
current assets of the union in the study period was mainly from receivable account and
inventories. In addition to this leverage ratio analysis show that the union at the
beginning of the study period shows creditors contributed more finance than the owners
do. The union also was not consistent in generating gross net profit. Among the
constraints hindering the performance of the union , lack of capital, low capacity of the
union and primary cooperatives board member, low provision of transportation and
storage services and unable to pay dividend to members by primary cooperatives were

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

the prominent ones. To increase its performance the union should design marketing
strategy in output marketing, manage its asset and liabilities and mobilize members its
members to overcome capital shortage.
Key words: Performance, Operational, Performance, Financial Performance, Member
satisfaction.
Cite this Article: Mohammed Essa and Bedru Surur, Evaluating Factors that Affect the
Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia, International
Journal of Management (IJM), 12(4), 2021, pp. 98-115.
http://iaeme.com/Home/issue/IJM?Volume=12&Issue=4

1. INTRODUCTION
Agricultural cooperatives, as self- help group organizations, play a meaningful role in uplifting
the socio- economic conditions of their members and their local communities. This happened
through encouraging the application of modern inputs, improved farming techniques,
diversification of low yielding subsistence crops, and specialization into more tradable crops
and thereby reduces vulnerability among smallholders. Moreover, they have been considered
as catalysts for social organization and cohesion with their concerns for their members and
communities (ATA, 2012).
The current free market economy of the country is conducive to cooperatives development.
As a result the number of cooperatives is increased time to time. The Federal Cooperative
Agency annual publication shows that there are 56,044 primary cooperatives with 9.1 million
members, of which approximately 15568 are agricultural cooperatives (FCA, 2014).
Proclamation 147/1998 of the government of Ethiopia permitted the formation of higher
level cooperatives (unions, federations and cooperative league). The need for cooperation
among cooperatives led to establishments of cooperative unions, whose objective is to develop
the spirit of solidarity among rural societies. It is an umbrella of cooperatives formed with an
aim of promoting their economic and social interests.
Using this opportunities for the first time, primary cooperative societies were allowed to
group together As a result, several cooperative unions or secondary level were established in
Ethiopia. Currently the number of secondary level cooperatives were 311 among those 181 are
farmers cooperative union which have 8697 member primary cooperatives which have capital
above 2.2 billion birr (FCA, 2014).
This secondary level of cooperatives often leads provision of many of the services including
procuring inputs from suppliers, facilitating quality-control extension for farmer members,
linking with systematic output purchasers while providing value-added storage and processing,
and expanding to other services over time, like seed production and sale of consumable goods.
Primary cooperatives often form these second-level cooperatives around one commodity or a
set of similar commodities, like coffee, dairy, or cereals. Examples include the Oromia Coffee
Farmers Cooperative Union in Ethiopia at region level (ATA, 2012).
According to these structure farmers sell their outputs to primary cooperatives, which in
turn sell to unions. In some instances, the unions process and sell the outputs to local or
international markets. In regions where federations exist, the unions sometimes sell the outputs
to regional federations which in turn sell to local or international markets. At each level of sale,
prices are determined by market forces. This arrangement leaves little benefit to the farmers as
all buyers strive to acquire goods at the cheapest price possible and then resell it to the highest
bidder, adding overhead costs and margins. There are some that argue that farmers will
eventually receive a benefit through this structure in the form of dividends, but in reality these

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 Mohammed Essa and Bedru Surur

rarely accrue to the farmer due to inefficiencies and high overhead costs in the higher-tier
cooperatives.
Melik Siltie Farmers Cooperative Union which established in 2004 by thirteen primary
cooperatives. It started its operation with 3101 individual members (2800 male and 301
females) and with 65000 birr initial capital. According to the Siltie Zone Cooperative Promotion
Department annual Report currently the total number of member primary cooperative societies
is sixty five and the capital of the union is 11415000 birr.
The union is providing various types of agricultural inputs distributed to the farming
community (both cooperative members and non members). Input distribution includes
fertilizers, different types of improved seeds, chemicals, agricultural implements etc. The input
distributed by the union through its primary member cooperatives was done with the
collaboration of Cooperative Promotion and Agricultural Office at Zone and Woreda level.
Fertilizer distribution has become the most important business activity for the union since
2005(after one year of its establishment). Distribution of fertilizer through union was carried
out starting from March to end of August. To obtain the fertilizer, farmers are required down
payment at least 25 percent of the total cost, and the rest is covered by the CBE loan. The union
distributes fertilizer for both members and non member farmers. The seed market channel was
done differently as fertilizer because the union did not distribute to the primary member
cooperatives. Improved seed marketing in Siltie Zone is mainly undertaken by the Siltie Zone
Agricultural Department and Melik Siltie farmers cooperative union. The union purchases the
seed from the regional and Ethiopian seed enterprise. From those seed sources the union
purchase and distributed to Woreda Agricultural Office on credit by taking budget guarantee of
each Woreda Administrative Council. Therefore this study analyzes the operational and
financial performance, members’ satisfaction in terms of the union services and also this study
assess the constraints that face the cooperatives in its undertaking.

1.2. Statement of the Problem

Moreover, the poor in Ethiopia especially the farmers, have low bargaining power which leads
to low productivity, which, in turn, leads to low real income. The marketing facilities which
contribute to the enhancement of agricultural productivity are also very limited. The majority
of the small holders sell their produce at lower prices. In the contrary, they purchase consumer
goods and other agricultural inputs at high prices in the local market due to their low bargaining
power and lack of market information. They may be unable to access the necessary public sector
services needed to sustain and improve their livelihoods because the state infrastructure is
insufficiently responsive to their needs (MoFED, 2006).
To this end, there has been a felt need to organize cooperative societies in a new form by
enacting new cooperative proclamations which suits to the current economic system of the
country. Accordingly, the numbers of cooperatives in the country and study area in particular
play a central role in providing smallholders with access to inputs such as fertilizer, seed, credit
and chemicals (FCA, 2012).
Although cooperatives are considered as an appropriate tool of rural development they are
facing critical problems, which retain them from their positive role. Some of constraints of
cooperatives are: low institutional capacity, inadequate qualified personnel, low
entrepreneurship skill, shortage of capital to run its operational services because of the shortage
of surplus creation in its operation and collateral requirement at financial institutions beyond
the capacity of the cooperatives, lack of market information, poor members’ participation in the
different activities such as financing the cooperative, patronizing the business activities of the
cooperatives, control and supports it. In addition to this even though farmers cooperatives does
provide output marketing services, the volume is often small, and marketing return often does

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

not sufficiently raise the farmers’ income. Many cooperative members sell outputs at lower
prices owing to lack of market information, storage and processing (Bernard etal, 2010).
These multifaceted problems make very difficult the overall activities of the cooperatives
in general and the agricultural marketing in particular. The aforementioned problems place the
farmers as usually price takers due to the fact that they have poor marketing skill and limited
bargaining power. There have been attempts made by the government to improve the marketing
skill and bargaining power of farmers through establishment of cooperatives and promoting
other group action approaches (Dawit,2005).
To create good performing cooperatives, it is essential to assess the performance of the
already existing ones and draw practical lessons on the critical operational problems. With
regard to Melik Siltie’s Farmers’ Cooperative Union no empirical study has been undertaken
that assess so far about the performance achieved, benefits derived and the challenges faced.
Therefore this study assesses the performance of the union with respect to certain indicators.

1.3. Objectives of the Study

General Objective of the study
The main objective of this study is to assess the performance of the Melik Siltie’s Farmers’
Cooperative Union in Siltie Zone.

Specific Objective of the Study

1. To analyze the operational performance of the Melik Siltie’s Farmers’ Cooperative Union
2. To assess the financial performance of the Melik Siltie’s Farmers’ Cooperative Union
3. To assess the level of the satisfaction of members of primary cooperatives on the services of
the Melik Siltie’s Farmers’ Cooperative Union

2. SIGNIFICANCE OF THE STUDY

Cooperatives in Ethiopia are mainly economic entities performing economic functions,
contributing a lot to economic development of the country and will continue to greatly
contribute to in the future. Therefore, studying the performance and challenges of cooperatives
helps in realizing the extent to which they are performing in the improvement of the standard
of members and the community as a whole. It also provides some empirical evidences that may
help us to understand the conditions under which farmers cooperatives are promoting the
standard of living of the rural poor and generating rural welfare improvement in the study area
in particular. The finding of the study may be helpful for MSFCU to take corrective measures
so as to overcome the constraints which hinder its performance. Furthermore the outcome of
the study will give important insight for further studies.

2.1. Description of the Study Area

2.1.1. LOCATION and Size
Siltie zone is one among 14 Zones of the Southern Nation, Nationalities and Peoples Regional
State (SNNPRS). It was established soon after referendum that had been taken by Siltie
nationality in 1993 E.C. It has eight Woredas Dalocha, Silti, Lanfuro, Alichowuriro, Sankura,
West Azernat Berbere, East Azernat Berbere, Hulberag and Woreba town, the place of the
Melik union office. Woreba town is the capital city of Siltie zone and it is located 172 km far
away from Adiss Ababa along the main road to Hosanna, and 210 km from the regional capital,
Hawassa. The total area of the zone is 2921.35 square kilometer. The zone borders with Guraga
zone in the north and in the north west, Oromia region in the east, Halaba special woreda in the
south east, and Hadia zone in the south west part (SZFaEDD, 2013).

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 Mohammed Essa and Bedru Surur

2.1.2. Physical Characteristics

Siltie Zone has diverse geographical features and topographies. It locates at the altitude from
1501-3500 meters above sea level. The zone has climate zones ranging from highland (Dega)
(14%), semi-lowland (weyna dega) (77.4%) and Dega and wurche (8.6%). The average
temperature of the zone lies between 16 and 24 degree Celsius, and the annual rain fall is about
801 upto 1200 mm (SZFaEDD, 2013).

2.1.3. Population of the study area

According to the Siltie Zone Finance and Economic Development Department the population
of the Zone in 2013 is 903714. From which male population constitute 49% and 51% for female
population (SZFaEDD, 2013). Furthermore, its population density is estimated about 318
people per Sq.Kms, which is far greater than regional average i.e, 154 persons/sq.Km (BoFED,
2012).

2.2. Study Design

The study adopted case study method. For the purpose of the study both qualitative and
quantitative data were used.

Table 1

Name of primary Total Sample size

cooperatives member
Ebot Gogera 1230 37
Shefode 1830 55
Demqa 751 23
Tora Aretu 1270 38
Meded Bodite 880 27
Burka Dilapa 600 18
Total 6561 198

Source: Computed from primary data, 2021

2.3. Data Sources

Answering the basic questions stated on the study and to attain the desired objectives, the study
was depending on the data obtained from various sources. Therefore, throughout the study,
information obtained from both primary and secondary sources was employed. The primary
data was collected on the relevant variables like members satisfaction and performance in the
operational activities of the union i.e. output marketing, input marketing (fertilizers and
improved seeds), credit provision and dividend payment of the union and the primary
cooperatives.
The primary data was collected about constraints of the union from sample respondents.
The sources for primary data are structured and semi structured questionnaires which employed
for sample respondents, Focus Group Discussion with primary cooperative management
committee and members. Moreover, key informant interviews with board members used.
Secondary data was collected from the annual and audit reports of the union in order to study
the operational and financial performance. The sources for secondary data are such as bylaws,
audit report, financial statements, balance sheets and other annual reports of the union.
Marketing and cooperative promotion offices annual reports, published and unpublished
documents were used.

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

2.4. Population of the Study

The target population of this study was comprised of rural small farm households who are
member to selected primary cooperative hence the total no of households in selected primary
cooperatives were 6561 farmer households who are study population for this study.

2.5. Sampling Procedure

2.5.1. Sample Size Determination
According to the Silti Zone Cooperative Promotion Department 2013 Annual report, there are
6561 member households from six purposively selected primary cooperatives, making the
population of the study. Since the population of the study was small and it delivers the desired
number of sample size for the study, the sample size was determined by using Yamane(1967),
formula i.e., n=N/(1+N〖 (e)〗^2 ) .
Where n is sample size
N is population size (total house hold)
e is Acceptance level of error
Thus, n=6561/(1+6561(〖0.07)〗^2 ) = 198
The contingency of 10% to the sample size was added to compensate for persons that the
researcher was unable to contact. Cooperatives

2.5.2. Descriptive Analysis

The data related to operation of the union, constraints of the union was analyzed by using
descriptive statistical analysis with different supporting tables, percentages, and average and
growth rate. Likert scale was used to analyze level of members’ satisfaction. Data related to
constraint of the union was analyzed qualitatively. SPSS (statistical package for social
sciences), a statistical software, was used to process the primary data. The data collected
through key informant interview and FGD was analyzed through narration to triangulate the
study results.

2.5.3. Financial ratio analysis

Financial ratio analysis was used to analyze the financial performance of the union under study.
Financial ratio indicates the financial position of an organization. A cooperative was deemed to
be financially sound. If it is in a position to carry its business smoothly and meets all its
obligations both long term and short term without difficulty. The nature and classification of
ratios vary from organization to organization but generally a few ratios are widely used. The
commonly used ratios are liquidity ratios, leverage ratios and profitability ratios. Those ratios
was calculated and analyzed to determine the financial performance of the union ( E.Eldon etal,
1997).
The ratios derived from the given formula were compared with the target values provided
for the purpose of the study. The results and implications were then interpreted and discussed,
taking into account the nature of cooperatives’ business activities in particular and the level of
cooperative development in general. It would have been more appropriate to compare the results
with norms or target values.
It is probable that some of the ratios and targets are not applicable to this situation in view
of the level of cooperative development and the nature of their business activities and financing
mechanisms. Therefore, only relevant ratios should be considered for the purpose of
comparison with the performance of other cooperatives elsewhere. For example, day’s sales in
receivable, day’s sales in payables and day’s sales in inventory are only remotely applicable

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 Mohammed Essa and Bedru Surur

because neither the union nor the primary cooperative deals with typical merchandise. The
major activities are input distribution and grain marketing which are seasonal and the
transactions take place within a fixed timeframe. The financial performance of the union has
been determined based on their liquidity, leverage and profitability( E.Eldon etal, 1997).

2.5.3.1. Liquidity Ratio

A cooperative intends to remain viable in business entity must have enough cash on hand to
pay its debts as they come due. In other words, the cooperatives must remain liquid. One way
to determine whether this is the case is to examine the relationship between a cooperatives
current assets and current liabilities. According to Weliam etal (2003) the most commonly used
liquidity ratios are current and quick ratio.

Current ratio
It measures the cooperative’s ability to meet short- term obligations and focus on the
cooperative’s ability to remain solvent. However, this ratio does not consider the degree of
liquidity of each of the components of current assets. In other words, if the current assets of a
cooperative were mainly cash, they would be much more liquid than if comprised of mainly
inventory.
If the ratio is less than 1, current liabilities exceed current assets and the cooperative’s
liquidity is threatened. Improvements in this ratio can be achieved by selling additional capital
stock, borrowing additional long term debt, or disposing of unproductive fixed assets and
retaining a greater portion of allocated savings (reducing the cash portion). A high current ratio
is a favorable condition financially because it indicates the ability to pay current liability from
the conversion of current assets into cash. Operationally, this same high ratio tends to increase
operating freedom and reduce the probability of bill-paying difficulty from write down of
accounts receivable or inventory. This ratio is calculated by using current assets divided by
current liabilities.
Current ratio=(Current asset)/(Current liablities)

Quick ratio
Quick ratio is current assets minus inventories, divided by current liabilities. Inventories are
excluded-the least liquid of all current assets. All elements of this ratio have increased.
Financially, a high ratio allows little dependence on the salability of inventory to meet current
obligations. Operationally, the results are the same as with current ratio. The quick ratio
mimicked the movement of the current ratio.
Quick ratio=(Current asset-inventories)/(Current liablities)

2.5.3.2. Financial leverage ratio

Whenever a cooperative finances a portion of its assets with any type of financing, such as debts
the cooperatives said to be using financial leverage. According to Bringham and Houston
(1998) and William etal (2003) financial leverage ratio measures the degree to which a firm is
employing financial leverage. According to these authors, of the several types of financial
leverage ratios, debt-to-asset, Debt-to-equity ratios are commonly used.
Debt-to-asset ratio
Elements of this ratio include long term debt plus short-term debt and total assets. Long
term debt increased at the same rate as total assets, which may indicate some short term
obligations were being carried and converted to long-term debt. With inventories increasing in
the short term, quick financing is needed, usually through the use of short-term debt. Lenders
would rather low see a low ratio indicating the cooperative’s ability to pay the loan. Reducing

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

debt, increasing saving, or financing a greater portion assets with working capital may improve
this ratio. This ratio is defined as total debt divided by total assets.
Debt-to-asset ratio=(Total debt)/(Total asset)
Total liability to patron’s equity
This ratio measures the amount of finance supplied by creditors versus the amount provided
by member patrons. A ratio of over 1.1:1 and just over the ratio of 1:1 is generally accepted as
a desirable objective. This ratio indicates the relative proportion of capital provided by members
and creditors.
Total liablity to patron^' s equity ratio=(Total liablity)/(Total capital)
Owners’ equity to total assets
This ratio measures the extent to which the member patrons own all of their assets. No
guideline was available regarding this ratio. Generally, the higher the ratio, the better position
a cooperative is in forgetting dept financing. But a very high ratio could indicate that the
cooperative is not taking advantage of its debt financing capacity.
Owner^' s equity to total asset ratio=(Total capital)/(Total sale)
Fixed assets to patrons equity
This ratio measures the extent to which the member patrons’ equity in the cooperative is
tied in non-liquid fixed assets. In general, the higher the ratio, the fewer owners’ equity is
available for working capital. The lower the ratio, the more liquid the patrons’ equity and the
greater the protection from creditors is.
Fixed assets to patron’s equity ratio=(Total asset)/(Total capital)

2.5.3.3. Profitability ratios

Profitability ratios, such as gross profit margin, indicate the efficiency of the cooperative’s
operations. Because a cooperative is owned by its user-members, many common industry
profitability ratios measuring the return on common or preferred stock of similar investor-
oriented firms are not appropriate because there is seldom an open market for cooperative stock.
Gross profit margin is found by subtracting the cost of goods sold from, net sales and then
dividing this amount (gross margin) by net sales. The gross profit margin is an important
operating ratio. A small change in the gross margin has a tremendous impact on local savings.
It indicates the cooperative’s pricing policy and cost of goods offered for sale.
Financially, a high ratio is favorable and tends to decrease financially leverage. However,
a high ratio may also be a symptom of low investment adequacy. Operationally, a high ratio
tends to reduce interest cost over time but may occur when both total debt and interest costs are
on the high side.
Gross profit margin ratio=(Gross profit)/(Total sale)

3. RESULT AND DISCUSION

3.1. Operational performance of the union
The union was engaged in fertilizer distribution, improved seed distribution, output marketing.
Primary cooperatives got credit from the union for output marketing and multiplication of
improved seed. The union also allocates its surplus to member cooperatives according to their
participation in the union activities.

3.1.1. Agricultural input Marketing

In Siltie Zone there are various types of agricultural inputs distributed to the farming community
(both cooperative members and non members). Input distribution includes fertilizers, different

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 Mohammed Essa and Bedru Surur

types of improved seeds, chemicals, agricultural implements etc. The input distributed by the
union through its primary member cooperatives was done with the collaboration of Cooperative
Promotion and Agricultural Office at Zone and Woreda level.

3.1.1.1. Fertilizer distribution

Fertilizer distribution has become the most important business activity for the union since
2005(after one year of its establishment). As depicted in Table 1, the total volume of fertilizer
distributed by the union rose from 81868 quintal in 2009 to 123036.5 quintal in 2013 which
shows increasing trend year after year.

Table 1 Yearly fertilizer distribution by the union

Year DAP UREA TOTAL Growth
Volume In Value in Volume in Value in Volume in Value in rate
quintal Birr (mil) quintal Birr(mil) quintal Birr(m)
2009 65340 47.45 16528 9.27 81868 56.7 ---
2010 77192.5 55.24 30112 18.00 107304.5 73.25 31.0
2011 79530 81.25 31461.5 21.84 110,910 103.10 3.3
2012 80495.5 107.00 35291 37.65 115786.5 144.66 4.0
2013 79351 95.84 43685.5 53.34 123036.5 149.19 5.0

Source: Computed from secondary data of the union annual report.

Fertilizer sales of the union have increased by 33.4 percent from 81868 quintal in 2009 to
123036.5 quintal in 2013. In value terms the growth was clearly considerably more than double.
The volume of fertilizer that the union was handling today was worth over 149.2 million birr,
which shows a good sign of progress. Siltie Zone Cooperative Promotion Department (SZCPD)
report indicated that, as of 2013, the union was a source of fertilizer. There is no private
wholesaler or retailer dealing in fertilizer distribution in the study area. It accounts 100 % of
the fertilizer distributed in study area.
Among the Key informant the manager of the union pointed out that the fertilizer
distribution increment was due to three reasons. Firstly, the support of government to the union
in the allocation of fund in the form of loan through the regional government budgets guarantee
for fertilizer distribution was increased which enable the union and primary cooperatives to
have vital role in fertilizer distribution in the study area. Secondly, the number of the primary
cooperatives which distributed the fertilizer to their member and non members was increased
in each Woreda at Keble level which improve the access to the community. Thirdly, by using
the opportunity of government budget guarantee the union distribute fertilizer through credit
which encourages poor farmers in using fertilizer to increase their agricultural productivity.
Generally, the field survey revealed that among the sampled respondents 98 percent of them
confirmed that due to improvement in the accessibility and timely distribution of fertilizer
which increases their application of fertilizer year to year.

Table 2 Respondents response about fertilizer distribution

Question raised Responses Frequency Percent
Do you get fertilizer on time Yes 171 73
No 27 27
Do you get fertilizer in short distance Yes 194 98
No 4 2
Source: computed from primary data

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

3.1.1.2. Improved seed distribution

The seed market channel was done differently as fertilizer because the union did not distribute
to the primary member cooperatives. Improved seed marketing in Siltie Zone is mainly
undertaken by the Siltie Zone Agricultural Department (SZAD) and MSFCU. The union
purchases the seed from the regional and Ethiopian seed enterprise. From those seed sources
the union purchase and distributed to Woreda Agricultural Office on credit by taking budget
guarantee of each Woreda Administrative Council. The office distributed to farmers in cash
without any credit opportunities to poor farmers.
Table 3 showed that the seed marketed by the union in the Zone was increased from 8174.65
quintal in 2009 to 20224 quintal in 2011 and declined to 4197 quintal in 2013.

Table 3 Yearly improved seed distribution by the union

Year Volume Value Growth rate
2009 8174.65 8038856 _
2010 8266.125 8982756.5 1.0
2011 20224 21473802.95 117.7
2012 8904 15343883.65 -55.0
2013 4197 9304489.25 -52.8
Source: Computed from secondary data of the union annual report.

During key informant interview the union managements indicated reasons for decline in
volume at the last two years of study period. Firstly, from year 2012 Woreda agricultural offices
were started purchasing improved seed from different source directly and distributed to farmers.
Secondly, primary cooperatives such as Ebot Gogora primary cooperatives cover the whole
improved seeds distribution in one Woreda without the union involvement. As a result, the
volume of seed marketed by the union increased up to year 2011 and declined thereafter (Table
3).
Participants of the focus group discussion replied that since the union seed provision was
limited in type and quantity farmers forced to use local seeds for their farming activities. In
addition to this the improved seed was distributed with cash which is not favorable to poor
farmers who need credit. Participants also add the union couldn’t benefit its members in terms
of dividend by creating profit from improved seed marketing business.
The field survey also revealed that among the sampled respondents only 30.3% got
improved seed from cooperatives and the rest 69.7 got from agricultural office in cash without
credit as a result the poor farmers couldn’t afford to purchase the improved seed since the union
was not distributed seed through cooperatives in credit (Table 4.12).

Table 4 Respondents response about improved seed distribution

Question raised Responses Frequency Percent
Did you get improved seed Yes 60 30.3
from cooperatives No 138 69.7
Source: computed from primary data

Even though fertilizer and improved seed distribution was undertaken through the union
and primary cooperatives, agricultural implement and agro-chemicals were not distributed
according to their need which is confirmed by majority of sample respondents.

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 Mohammed Essa and Bedru Surur

3.1.2. Output Marketing

The union started marketing of members output since 2005 after one year of its establishment.
The volume of grain marketed increased from 2593 quintal in 2009 to 25513.20 quintal in 2013.
Even though there was increment during study period, the volume of output marketing was
increased largely in the last two years 2012 and 2013 by 36 percent and 68 percent respectively.
The 68 percent increment in 2013 was largely due to linkages developed with World Food
Program (WFP) which gave collateral to the union to get credit from the Commercial Bank of
Ethiopia.

Table 4 Yearly output marketing by the union

Year Cereals Oil seeds Spices Total Growth
Volume Value Volu Value Volume Value( Volume Value rate total
(mil) me (mil) mil) (mil) volume
2009 2408.00 1.025 185 0.16 Nil Nil 2593 1.185 100
2010 4351.00 2.005 Nil Nil Nil Nil 4351 2.005 44
2011 4997.00 2.62 68 0.06 Nil Nil 5065 2.68 12.9
2012 7688.00 4.075 96 0.10 209.00 0.62 7993.71 4.175 36.6
2013 24313.0 12.88 Nil Nil 1200.0 0.04 25513.22 12.92 68.6
Source: Computed from secondary data of the union annual report.

As showed in Table 4 the total output marketed in the year 2013, cereals constituted 95.3%
whereas spices i.e. peper constitute only 4.7%. The result also shows out of total cereals
marketed in the year 2013, maize constituted 89%, whereas wheat and teff only constitute
10.2% and 4.9% respectively. This shows that even though there was increment in volume of
sales, the union focus mainly sale of maize.
Moreover, the union output marketing was faced by shortage of transportation to collect the
purchased product. Field survey result shows that majority (92%) of respondents do not get
transport services, 81.3% of respondents were do not get market information and all of
respondents product have not marketed regularly by the union (Table 4.14).The union has only
one truck which is not enough to collect the produce. In addition to this there is shortage of
storage which contributes for low performance of output marketing of the union. The union
also do not market farmers produce regularly only market January up to march.

Table 5 Respondents responses about the union output marketing

Question raised Yes No
F % F %
Do you get market 37 18.7 161 81.3
information from
cooperative
Do you get transport 17 7.7 181 92.3
services from
cooperative
Did the cooperative 0 0 198 100
marketing regularly
Source: Computed from primary data

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

3.1.3. Credit Provision

The union provides credit for multiplication of improved seed, purchasing of improved seeds
and output marketing. The loan was disbursed to primary cooperatives and Woreda Agricultural
Office. The primary cooperatives purchase farmers produce and sell to the union. The union
pays for primary cooperatives according to their product which was collected. The cooperatives
use the loan given by the union on revolving basis until the output market was cease.
The union also provide loan to primary cooperatives which are engaged in seed
multiplication. These cooperatives are not member of the union but those cooperatives access
improved seed mainly wheat to farmers at reasonable price. The loan disbursed by the union
for improved seed purchasing was not given to the primary cooperative rather it was given for
Woreda Agricultural Office. The result also shows that the union does not provide credit to
individual member farmers for their day to day business.
The union’s annual report shows the source of union to disburse the credit was Bank of
Abyssinia, SDA, the former Rural Finance Fund of the SNNPRS, CBE through WFP guarantee
for maize output marketing and the Finance and Economy Department of Siltie Zone.
Siltie zone Agricultural Office annual report show that in the zone larger proportion of
fertilizer sales to farmers was on credit basis. For this purpose the union also got loan from the
CBE through regional government budget guarantee for fertilizer purchases. The fertilizer sales
were channeled through member primary cooperatives. As depicted in Table 6, although there
has been an increase in loan disbursement during the study period (Birr 10.53 million in 2009
to Birr 11.69 million in 2013), it shows a fluctuating trend.

Table 6 Yearly credit disbursed by the union

Year Credit in Birr in million Growth rate
2009 10.53 _
2010 9.33 -11.4
2011 22.30 58.14
2012 16.85 24.4
2013 11.69 -30.5
Source: Computed from secondary data of the union annual report.

3.1.4. Payment of dividend

Based on the new proclamation that provided for the establishment of cooperatives, one of the
incentive systems for member participation in their cooperatives is the dividend payment and
the unions can only pay dividend after auditors certify their accounts and confirm that there is
a net surplus, part of which can then be distributed to members.
Accordingly, MSFCU was audited at the end of each year by the Regional Cooperative
Promotion Beauro auditors. According to the MSFCU bylaw 70 percent of its yearly profit was
paid for member cooperatives and the remaining 30 percent was used as reserve of the union.
The payment of the dividend to primary cooperatives was allocated according to their
participation in the union activities. Activities considered in dividend payment are number of
shares, volume of output marketing, improved seed marketing, and amount of credit taking
from the union, fertilizer marketing and other input marketing.
Table 7 shows the amount of average dividend paid by the union was fluctuating from the
least 3921.1 birr in 2010 to the highest 21994.3 birr in 2011 to primary cooperatives. This result
shows that the union surplus creation was not satisfactory because it was not engaged in
investment by increasing its capital.

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 Mohammed Essa and Bedru Surur

Table 7 Dividends paid by the union to its member primary cooperatives .

Year No of primary No of shares sold Total dividend Average
cooperative paid paid in Birr payment
2009 54 310 294613.3 5455.8
2010 55 392 215663 3921.1
2011 57 410 1253676 21994.3
2012 61 600 648994.37 10639.25
2013 65 715 273556.47 4208.56

Source: Computed from secondary data of the union annual report.

3.1.5. Training
Cooperatives provide training for their members, elected representatives, managers and
employees so they can contribute effectively to the development of their cooperatives. Regard
to MSFCU, training and education was provided in the study period except the year 2010. As
shown in table 8 the union give short training for primary cooperatives management bodies,
board members and woreda officers and development agents in cooperative management and
accounting, cooperative concept, marketing and quality control was given by the union and in
collaboration with NGos.

Table 8 Training provided by the union

Year Participants Focus of training No. of Days Partners
2009 175 MCs from PCs Concept of cooperatives 3 Union
110 MCs from PCs Cooperative management and 15 ITC
accounting
66 DAs and WCOs Spices production 3 Union
2010 Nill Nill Nill Nill
2011 10 MCs from PCs Post harvesting technology and 3 WFP
quality control methods
2012 Das, WCOs and DAs Cooperative management, 3 Union
cooperative concept, cooperative
marketing
2013 104 MCs and WCOs Marketing and quality control 3 Union
1287 MCs and members Methods of agricultural input 1 ACDI/VO
application CA
Source: computed from secondary data

As showed in the table 8, the union was provide training only for management committee
members, cooperative officers and development agents but training to farmer members very
limited except the last year in the study period which is facilitated by ACDI/VOCA. Primary
cooperative management committees also not training schedule after trained from the union and
other partners.
Field survey results (Table, 9) also shows that, the majority of respondents (73%) not
availed training, because the union has shortage of capital and inadequate linkage with different
organizations to provide such services. The remaining (27%) respondents availed such services
regarding modern farming systems, effective utilization of the available resources etc. The
participants of focus discussion pointed out that cooperative training to members was mostly
provided on oral discussion and not practical oriented. Hence, it is concluded that the union and
the cooperative societies couldn’t provide the required training and education to members due
to shortage of capital and poor linkage with different organizations.

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

Table 9 Respondents responses about the union training

Question raised Responses Frequency Percent
Did you get training from Yes 54 27%
cooperatives/union No 144 73%
Source: computed from secondary data

3.2. Financial Performances (Ratio Analysis)

To analyze the financial performance of a cooperative, a number of financial tools are being
used out of which ratio analysis is considered to be the most powerful and popular tool for
practical purposes. The result of ratio analysis is more accurate and it can be used as a basis for
future decisions. The financial ratios are relationships expressed in mathematical terms between
figures which are connected with each other in some manner.
Financial ratio indicates the financial position of a cooperative. A cooperative is deemed to
be financially sound, if it is in a position to carry its business smoothly and meets all its
obligations both long term and short term without any difficulty. As a result, this study has
made use of financial ratios to evaluate the financial performance of MSFCU by taking five
year (2009-2013) audit report. For the purpose of this study liquidity, leverage and profitability
ratios were used. These ratios were calculated from the audit reports of the union

4. CONCLUSION AND RECOMMENDATION

4.1. Conclusion
The overall objective of the study is to assess the performance of the MSFCU in the study area.
In order to see
the performance of the union it was preferred to give emphasis on the operational performance
i.e. the major services given by the union and its member cooperative societies like agricultural
input and output marketing, credit provision and dividend payment. The financial performance
also assessed by using the common ratios like liquidity, leverage and profitability ratios.
Member satisfaction also assessed by using likert scale.
In order to see the performance of the MSFCU an attempt was made to collect the available
five year data in agricultural input marketing (fertilizer, improved seed), output marketing,
credit provision and dividend payment from the union annual reports. The income statement
and balance sheet from the five year audit report were used to see the financial performance of
the union. Primary data also collected from sample respondents, focus group discussion and
key informant interview to analyze member satisfaction and constraints of the union in the study
period.
• The result shows that the union and its member cooperatives were functioning better in
fertilizer distribution which shows the union increases its share of distribution of fertilizer
in terms of volume and value in the study period. The source of capital for this purpose all
in all the regional budget guarantee for the union to take credit from CBE which contribute
for union better performance of fertilizer distribution. Therefore, the union should plan to
develop own capital and get credit from financial institution but its own collateral.
• The union performance in marketing members’ produce was increasing in volume from
year to year but the type and amount of product marketed by the union was low. This was
because union didn’t get sufficient amount of credit from financial instructions for output
marketing. In the last two years of study period even though there was increasing in volume
the union focus in one product (maize) which is facilitated by the WFP. Moreover,
provision of storage, transport and market information services given by the union to
primary cooperatives and farmers were not efficient. Due to those reason members couldn’t

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 Mohammed Essa and Bedru Surur

get better price from cooperative marketing as a result they prefer to sell their product to
other competitors.
• The union in general could not obtain a sufficient market, nor make available sufficient
storage capacity to enhance its temporal and spatial price advantages. The implication of
the present practice is that the union is forgoing the profit margin that would have been
obtained and, as a result, member cooperatives forgo income that would have accrued to
them in the form of dividends. Wholesalers or direct consumers are instead taking advantage
of the situation. This issue is directly related to the lack of a viable marketing strategy.
Therefore it requires efforts to improve its performance in marketing members output.
• On the other hand, to evaluate the performance of the union, ratios were analyzed taking
the five year financial data. The liquidity analysis showed that source of the current assets
of the union in the study period was mainly from receivable account and inventories than
cash on hand which raise the current and quick ratios above standard. This might be due to
inability to manage its receivable and inventories properly. In addition to this leverage ratio
analysis show that the union at the beginning of the study period shows creditors contributed
more finance than the owners do. The result also indicates for the last two years of study
period the union started using the owned fund as a source of finance rather than using
creditors.
• The trend of gross profit of the union over the five years was fluctuating in between Birr
268537.57 to birr 3556433.8. The result reveals that the union was not consistent in
generating gross profit. Net profit margin was also showing a fluctuating trend due to the
fluctuating performance of the union and this in turn may be due to problems in product
pricing, generating sales and controlling cost of sales and hence the net profit margin
fluctuates between 0.01 and 0.04 in the five years audit report.
• Concerning services satisfaction in this study was analyzed by summing up highly satisfied
and satisfied categories as satisfied and dissatisfied and highly dissatisfied as dissatisfied.
The results respondent was satisfied in access and timely distribution of agricultural input
mainly fertilizer. But majority of respondents were dissatisfied in quality and quantity of
agricultural inputs mainly improved seed. The respondents also dissatisfied in provision of
transportation and storage as a result the union and its member primary cooperatives
purchased only limited type and amount of products from their members. Therefore,
members sold their remaining products at the open market by themselves. Majority of
respondents also dissatisfied with dividend payment, training and education of members.
• Finally, the study identified the main constraints which hinder the performance of the union.
Despite its moderate achievements, the union faced various constraints which hinder its
progress. Respondents, participants of focus group discussion and key informants were
identified constrains which have high impact such as limitation in the capacity of
management committees or BoDs, shortage of capital, unable to pay dividend to member,
limitation on provision of transport, storage and market information in output marketing,
limitation in member education and training are the major ones.

4.2. Recommendation
Based on the findings, the following recommendations are forwarded to maximize the
performance of the union.
1.The union and its member primary cooperatives are dealing with the distribution of
agricultural inputs such as fertilizer, improved seed, agricultural implements and agro-
chemicals. However, the union did not distribute sufficient amount and types of improved seed
to farmers. Therefore, the union should revise distribution channel of improved seed i.e
distribution through primary cooperatives can access it to their local and poor farmers can get
improved seed in credit basis. Seed multiplier cooperatives should encouraged to produce

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 Evaluating Factors that Affect the Performance of Farmer’s Cooperative Union in Siltie Zone, Ethiopia

according to the farmers need. Furthermore, Woreda and Zone government office should
support the union with finance to get improved seed from the seed distributer enterprises.
2.The union should develop systematic marketing relationships with primary cooperatives. This
can be done by sharing duties between the leaders of the cooperatives and the union which
facilitate collection of products from individual farmers. For this purpose each cooperative
society should mobilize members to construct storage at their local. In addition to this by
creating awareness about the cooperative marketing the primary cooperative collect the
members’ product without any payment to overcome the unions’ capital shortage. Viable
marketing strategy and establishing local and export market connections should be facilitated
by the union to provide better price for farmers’ product.
3. Lack of training and education mainly individual members is one of the very important
problems identified by the respondents and participants of FGD. Therefore, as members are the
poles of the cooperative, due attention should be given by the union. The union has to arrange
training programs and provide technical support not only to the executives but also to non
executives of primary cooperatives based on investigation to their requirements. The
governmental and nongovernmental organizations for members’ education and awareness
creation should support through the allocation of the required budget.
4.Improve managerial skills of board of directors and management bodies of the union by
conducting both short term and long term education and training programs at various times
through the help of government and non- government organizations is essential. This could help
them to develop planning and managing skills for successful business operations of the union.
5. The union should manage its assets and liabilities in an effective manner. It should keep
optimal level of assets and liabilities. If it is not able to do so, it may become less liquid able to
meets its current obligations and thus invites the risk of liquidation. Maintaining optimal level
of assets and liabilities can be achieved through employing professionals and by providing
continuous training to the management bodies of the union.
6. The union should strive to seek a solution to increase the cooperatives’ own fund through
sales of share capital to its members and running profitable business that can award both to the
member patrons in the form of patronage refund and the cooperative societies through
allocation of reserve fund out of the net profit earned from the business operation of the
cooperative societies based on the by-law and proclamation no.147/1998.
7. The union should provide better and consistence credit services to primary cooperatives and
members by solving shortage of capital. To overcome the shortage of capital in addition to sell
share to members the union has to get credit services from financial institutions since credit is
one way to alleviate the lack of working capital. To this end, the union has to generate strong
financial linkages with financial institutions in such a method the union can provide adequate
credits to member primary cooperatives. In addition to this saving and credit primary
cooperatives integrations should be taken into consideration to solve the financial problem
through the formation of saving and cooperative union at woreda and zone level
8.T he union pays dividend to the member primary cooperatives according to their participation.
But out of the very important constraints identified by the respondents are unable to pay
dividend to members by the primary cooperatives. This highly affects the business growth and
sense of ownership of the cooperative members. Therefore, cooperatives should be able to pay
dividend to their member when they have got profit after auditing their business operation

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 Mohammed Essa and Bedru Surur

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