Who we are
SEIDA is an abbreviation for Small Enterprises Institutional Development Associates a private, non-profit making Consulting Institution incorporated under company’s ordinance cap. 212 for the laws of the United Republic of Tanzania in September 2000 . SEIDA was formed to produce and disseminate specialized training packages and consultancy services appropriate for the development of strong and vibrant institutions and individuals capable of contributing towards the poverty reduction initiatives and millennium development targets in the peri-urban and rural areas.
The training and consultancy services focus on:
- Human Resources Development;
- Institutional Development;
- Entrepreneurship Skills Development
- Advocacy for the SME’s Development
- Situational analysis and Planning for Self-help organizations.
SEIDA operations are guided by an Advisory Board, with directors drawn from NGOs, Academic/ Research Institutions and the private sector. In execution of its activities, SEIDA is headed by the Executive Director assisted by professional staff specializing in different disciplines of the organization areas of operations.
Small Enterprises Institutional Development Associates Ltd was incorporated in the year 2000, with registration # 40,063 and Tax Payer Identification #s 102-851-676. The company is independent and no partisan; SEIDA supports and works both with Development agencies/ Programs and agribusiness sectors in strengthening collective actions of the smallholder producers. The company allows the clients and smallholders to tape its professional inputs for smallholder’s institutional developments and arrangements, collective marketing, collective access to inputs, collective linkages to finance, contract farming and collective bulking/storage. Smallholders as well as programs that support the sector face significant challengesthat hinder their participation in new marketing opportunities. Markets in the developingworld are characterized by perva-sive imperfections such as lack of information on pricesand technologies, high transaction costs, and credit constraints. Moreover, procurementsystems often expect larger supply volumes, favoring larger farmers. With the increasingnumber of free trade agreements affecting both national and international commoditymarkets, smallholder farmers are forced to compete not only with their local peers, but alsowith farmers from other countries as well as domestic and international agribusinesses.
BOARD OF DIRECTORS
- Fredrick Ogenga Director
- Miss Clarah Adel Director
- Bildadi N. Charles Director
Meeting the programs /projects milestones: The Company teams and associates are at the service of our clients to support them in realization of their specific programs and projects quick wins with their respective audiences/targets; this is made possible by utilization of the company in house tools and processes in execution of the specified assignments for our clients, these includes training materials, adaptation of the curriculum’s and frontline data collection tools etc.
Our Flexible & powerful reporting capability ensures that the client can leverage available time of the assignments to establish profiles and data necessary for communicating the progress and situation of their programs/projects audiences.
Programs/projects cost effectiveness: It is in our interest to support our clients by undertaking activities that they would have done without necessarily recruiting substantial number of the field teams of all the cadres and backgrounds that their activities/projects may require; we provide them with a helping hand and complement their efforts by providing inputs that they need most by working directly with their targets through a specific contracts.
‘’Unity And Self-Reliance Are The Pillars Of Success’’
In response to the above and others not highlighted SEIDA supports amongst others;
Provide enabling facilitation
As a market facilitator, or a “chain champion,” is crucial in supporting farmer groups to access profitable markets. We serve as a catalyst for collective action around mar- keting by providing information and technical assistance as well as building managerial and entrepreneurial capacity of the group. Such a role may even enable the farm- ers to renegotiate power relations along the value chain by introducing marketing and institutional innovations, which involve redefining roles and objectives, finding new ways
to market a product, and accessing sources of funding and training opportunities. In sum, this actor would smooth the processes by which farmer groups overcome barriers to entry, such as low technical and organizational capacity, infor- mational asymmetries, and often financial constraints.