Nerpo Association

Nerpo Association

The National Emergent Red Meat Producers' Organisation (NERPO) was established as a voluntary commodity farmer Organization in 1997 and was subsequently registered as a section 21 Company in January 1999. The Organisation was established as a direct result of disparities that exist between the established and emerging agricultural sectors and such imbalances include the following:

- Access to resources and therefore farming opportunities

- Institutional and infrastructural Support

- Technical, Professional and Life Skills

The primary aim of NERPO is to commercialize the developing agricultural sector and ensure meaningful participation of black individuals within the mainstream commercial agribusiness sector, hence ensuring the long term sustainability of the agricultural sector in South Africa.

To achieve its principal objectives, NERPO had to establish a consulting and training division called NERPO Consulting and Training Services (NCTS); and investment arm called NERPO Investments Limited (NerVest) and a financial services unit called NERPO Financial Services (Pty) Ltd (NFS) as business arms of the Organisation that provide a platform and framework within which to work.

Service delivery of NERPO as a Non-Profit Company

To be consistent with the vision, mission, goals and target market, the Organisation has adopted to offer the services outlined in the table below to its specialised constituency.

Objective

Related Service

1    Influence policy and legislation in favour of the emerging farmers

•     Keep abreast of and advise on intended legislation and macro-economic developments

•     Evaluate information obtained and respond appropriately

•     Disseminate relevant information to members for discussion and inputs

•     Establish and maintain contact with relevant government and non-govern-mental agencies

2    Facilitate sound decision making

•     Collate, interpret and disseminate economic related information to members – such information will include:

      latest technology, local and national livestock prices and meat market trends

3    Facilitate access to technical support, finance and markets for members

•     Identify training needs amongst all members

•     Source appropriate programmes to meet the identified needs

•     Facilitate the implementation of training as required

•     Facilitate the development of market infrastructure for emerging red meat producers

•     Identify sources of funding for identified projects

4    Facilitate participation of youth and women in the industry

•     Identify unemployed youth and women with the potential of being agricultural entrepreneurs

•     Settle the identified youth in training farms

•     Facilitate the implementation of practical training as required

•     Facilitate their settlement on own farms

5    Provide consulting and training services within the red meat industry

•     Develop and manage agricultural development projects

•     Conduct research for agricultural development

•     Provide education and training services to the unemployed young agricultural graduates and emerging red meat producers.

The Target Market

The Organisation has clearly defined its target market or constituency in terms of the following definition of an emerging farmer:

“In terms of NERPO’s founding constitution, an emergent red meat producer is any person or group of persons who has just come into view from a state of racial and/or gender discrimination and who farms with beef cattle, lamb/mutton sheep, meat goats and/or pigs on extensive or intensive systems, with the main purpose of selling such animals for profit”. The communities targeted are both full-time and part-time emerging red meat producers (as defined above) who are predominantly farming on rural communal farming allotments and those who have privately owned/leased farms.

Current status

The marketing infrastructure within the emerging sector is considered inadequate because of absence or poor conditions with regard to the following physical infrastructure:

- Auction facilities (sale pens) 
- Handling facilities (loading and off-loading rumps) 
- Transport facilities (such as trucks) 
- Road networks

The poor physical livestock-marketing infrastructure normally results to lack of marketing institutional arrangements, which include the following:

- Marketing agents/organisers; 
- Market information; and 
- Value adding activities within easy reach.

Strategy

In partnership with existing livestock marketing agents, NERPO construct and/or renovate the auction facilities in identified areas. Mobile auction facilities are also used mainly in remote rural areas. In partnership with Agrilink II project, contracts are negotiated in advance on behalf of the emerging livestock farmers who are capable to guarantee good quality product and adequate volumes. Small-scale producers are encouraged to market their livestock as groups and at certain times of the year in order to take advantage of volumes. The marketing strategy is also linked to the breeding and training programmes. Regular market information is disseminated to all members through the communication strategy of the Organisation.

Nerpo Programmes

The principal objectives of NERPO is to influence policy and legislation in favour of the emerging farmers. NERPO runs the following programmes:

 

 
 
 

Join NERPO

The membership base of NERPO is composed of two classes drawn from developing livestock farmers and corporate sector:

Developing livestock farmers

The Organisation has clearly defined its target market or constituency in terms of the following definition of a developing red meat producer:

"In terms of NERPO's founding constitution, an emergent red meat producer is any person or group of persons who have just come into view from a state of racial or gender discrimination and who farms with beef cattle, lamb/mutton sheep, meat goats and/or pigs on extensive or intensive systems, with the main purpose of selling such animals for profit".

The communities targeted are both full-time and part-time emerging red meat producers (as defined above) who are predominantly farming on rural communal farming allotments and those who have privately owned/leased farms. The main economic activity of the targeted areas is mainly agriculture with special emphasis on livestock production.

Corporate Class

NERPO also accommodate corporate membership (livestock input suppliers or service provider) as associate members. Our associate members enjoy unlimited access to information and participate in NERPO's activities. This provide excellent platform for the best implementation of the marketing strategy especially when their services also target the developing sector. The amount for joining is only R10 000 per annum which is used to cover some of NERPO's development project costs.

How to Join the Organisation

Livestock farmers have an option to either join as a group (association) or stand-alone (individuals)

Association: Farmers could pull together their joining fee and join as a group. This option offers a special discount to individual farmers especially when the group is big enough (more than 30 members). The total joining fee regardless of the size of the group stands at R15 000 plus annual subscription fee of R100, which is renewable annually.

Individual: The joining fee for individual farmers is limited to R500 plus annual subscription of R100 renewable annually.

Payment of the joining fee could be a once-off payment or special arrangements for installment over 5 year period could be

Strategic Partners

What is a NERPO strategic partner?

NERPO Strategic Partners is any organization or company that share common development vision and aspirations; and most importantly jointly participate or contribute in the implementation of its programmes. Local and international development Agencies, national and provincial government departments and private agribusiness companies are all potential strategic partners in farmer development.

How to become a strategic partner?

If you are a corporate firm or development agent, you can easily become a strategic partner by participating or supporting our programmes either financially or in-kind. It is advisable that our potential strategic partners should firstly study our programmes and indicate their areas of interest within our programmes that fits well with their organization strategy or policy before it could enter into a formal contractual arrangement with NERPO.

Major strategic goals

NERPO's major strategic goals include the following:

- Ensure institutional capacity building and lobbying ability for strong government legislation, which promotes and support emerging red meat producers, cattle breeders and feeders.

- Commercialisation of the emerging sector by facilitating access to technical support, credit facilities and markets; and

- Ensure economic empowerment of members, youth and women through the creation of business opportunities within the supply chain.