Reviving the poultry sector: Role of sector associations
Ghana’s poultry industry, a critical engine for job creation, income generation and national food and nutrition security, currently faces substantial hurdles impeding its potential. Key among these is the fragmented and weak state of industry associations.
Despite their pivotal role in advocacy, resource mobilisation and sector-wide coordination, many poultry associations in Ghana are severely limited by weak governance structures, inadequate managerial capacities, fragile financial bases and insufficient professional advocacy and fundraising skills.
Poor leadership has been the bane, with most aspiring for these roles just for the benefit.
The first three articles in this series highlighted the sector’s daunting challenges, notably heavy reliance on imported poultry, high feed costs, fragmented value chains and inadequate infrastructure.
Additionally, these articles underscored the necessity of ambitious goals such as substituting 25 per cent of poultry imports with domestic production, expanding maize and soybean cultivation for feed and harnessing youth-driven initiatives such as the Sustainable Livelihoods for Youth Through Agriculture (SULIYA) programme.
However, sustainable success ultimately hinges on strong, unified and effectively managed poultry associations capable of championing the industry’s interests.
Effective associations
Effective associations serve as the voice and driving force of the industry, able to articulate clear policy positions, negotiate favourable conditions with policymakers and development partners, and mobilise resources for sector-wide investments.
Unfortunately, current realities indicate these associations face chronic financial, weak leadership and administrative weaknesses, relying primarily on benevolent donations from affluent members and external grants rather than consistent, internally generated funds from dues and fees.
Associations often exhibit inconsistent or unbalanced engagement with government and development partners in the design of meaningful interventions.
Poor coordination among individual member associations further exacerbates difficulties in disseminating information and coordinating joint efforts. The absence of performance benchmarks weakens accountability and makes it difficult to track progress or impact.
Foundational weaknesses
Addressing these foundational weaknesses requires selflessness from each member, especially the leadership and a willingness to sacrifice personal gain for the long-term collective success of the sector, benefiting all.
There must be a deliberate and urgent shift in attitude—away from individualism and personal interests and towards shared responsibility, transparency and collective growth. This mindset shift is not optional; it is essential for rebuilding trust, fostering accountability and restoring confidence in the role and relevance of sector associations.
Though training in comprehensive capacity-building initiatives is important, associations need targeted training in governance, financial management, advocacy, group dynamics, leadership skills, conflict resolution and strategic relationship building.
Equipping leaders with these essential skills will enhance their ability to advocate effectively for the poultry sector, influence policy-making processes and foster beneficial partnerships with external bodies, including government agencies, financial institutions and international development partners.
Beyond these trainings and capacity building, there must be readiness for members to change and be ready to walk the talk and collaborate genuinely in pursuit of a stronger, unified poultry sector.
Collaboration
Another critical concern is the lack of cohesion and collaboration among industry stakeholders. Poultry farmers and related actors often prioritise short-term individual gains over collective long-term prosperity.
This fragmented approach undermines advocacy efforts, weakens bargaining power and limits access to affordable financing, shared infrastructure and quality training. Associations must foster a culture of collaboration, emphasising shared benefits and collective action to strengthen the industry as a whole.
Apex bodies must drive inter-association collaboration through joint planning sessions, information sharing platforms and coordinated responses to national policy issues.
Further, associations are often more interested in actively engaging in social activities but fail to mobilise similar energy, enthusiasm and resources towards pressing industry needs. Replicating this collective energy towards meaningful industry initiatives, such as infrastructure development, improved market access and robust advocacy campaigns, is vital.
Resources
There is an ironic disparity where associations successfully raise funds for social events yet struggle significantly with mobilising resources for core industry activities and initiatives.
Most associations are financially weak, as annual membership dues collected consistently fall short of expenditures required for meaningful industry advocacy and member support.
Many associations lack permanent secretariats, qualified administrative systems and adequate office equipment, hindering smooth operations and effective service delivery.
There is also a notable absence of functional advisory boards and substantive executives to drive association agendas. It is not uncommon to see executives and leaders of these associations running the day-to-day administrative activities themselves.
This can result in either one of the following outcomes: running down their poultry business or running down the association; no one can serve two masters.
Associations must also proactively engage with government and development partners to influence policy development, secure funding for essential infrastructure and address systemic industry challenges.
Effective associations can help shape national strategies, ensuring alignment with sector-specific needs and realities. It is critical for development partners and policymakers to actively involve associations in the planning and implementation of interventions tailored to address the real needs of the industry.
But that is incumbent on associations proving they are ready and demonstrating their ability to have a seat at the table.
Associations also face challenges such as low member enthusiasm, high attrition rates due to collapsing businesses and difficulty mobilising members, especially at the district levels, where enthusiasm for paying dues and participating in activities remains persistently low.
In addition, associations face challenges related to limited capacities in governance, administration, advocacy, financial management and networking with development partners and policymakers.
Leadership of these associations must take the lead by whipping up the interest of members. Members want value for the time and money they commit. Associations must offer visibility, training, linkages and opportunities for members to realise tangible returns on their participation.
Leadership roles
A renewed focus on the structural and administrative strengthening of poultry associations is paramount. Clear governance structures, sustainable financial practices, inclusive participation and professionalised operations must become standard practice.
By building cohesive, financially stable and professionally managed associations, Ghana’s poultry sector can achieve the advocacy power necessary to drive comprehensive, sustainable transformation.
The solutions lie within; sector leadership must stop looking solely at the government to solve their problems. They must lead the effort to diagnose and implement context-specific solutions.
The time to act is now. Associations must embrace their leadership roles, prioritise sector-wide interests and work collaboratively to secure a thriving, resilient and competitive poultry industry for Ghana.
Only through unified action, strategic advocacy and effective resource mobilisation can the poultry sector realise its full potential and significantly contribute to national economic growth and food security. Let us unite to strengthen our associations, ensuring a brighter future for Ghana’s poultry sector.
The writer is an agribusiness and investment strategist with over 20 years of experience in banking, impact investment and agricultural finance, poultry and crops value chain development, and policy advocacy.
Email: raymonddenteh1@gmail.com
www.linkedin.com/in/raymond-denteh-1768aa8
https://web.facebook.com/raymond.denteh