Value-Based Leadership:

 

FPI-I practices value-based leadership, a combination of elements similar to participatory leadership strategies, the difference being that it's a value-based leadership approach is built into the design, management, and often the branding of its agri-business. This kind of leadership approach depends on strong relationships, mutual trust and respect, participation by all, accountability by all, investment by all, strong communication, and an environment that encourages and promotes these principles.  By getting everyone involved, and understanding the day-to-day realities of all members of the organization, leads to improved processes, new insights, untapped opportunities, and overall positive organizational transformation. 

 

The success of FPI-I cluster projects depends on the human and social capital that make up the links in the operational chain—people, networks, and the quality of interconnecting relationships and linkages. Successful leaders from businesses affiliated with FPI-I agree upon values, desirable outcomes, and measures and can speak with one voice about them. Communicating with employees and people at all levels ensures there is a common vision and messaging across the chain. Leaders must be embedded in and committed to the process and parts and must be brokers for both business interests and other negotiated, shared social and environmental goals.

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Our practice of inclusive governance has a competitive market advantage in that broad-based involvement provides ample feedback within the system to inform and guide the business through periods of intense change. Yet, inclusive participatory governance can also come at the expense of business efficiency and nimbleness. FPI-I leaders must be vigilant to protect against this potential drag on the system and carefully weigh potential tradeoffs between efficiency and inclusiveness.

 

FPI Leadership Structures and their Functions:

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1) International Executive Council (IEC);

2) International General Council (IGC);

3) International Executives (IE);

4) Regional Councillors (RCs) ;

5) National Executive and community structures led by coordinators and farming communities, many of them volunteers.

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International Policymaking Structures:

 

The structure is led by the FPI Presidium & and the  (Founding Member)

The office’s duties are in Operations Administration management (OA) it manages the policy development and implementation processes, project activity tools, and standards involved with operating, administering, managing, and maintaining any program and activity systems in FPI.

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The policy-development office works with all policymaking structures across the world, including continental leadership under the 7 Vice Presidents, Regional leadership under the International General Council, and regional councillors. 

The International General Council is led by Continental Vice Presidents and their regional leadership structures.

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Working together with these structures we become the Chief Policymakers of the FPI, we work to make the organization functional and attractive to donors and funders and to work in harmony with different host governments across the world. These structures stand as FPI project monitoring systems, from grassroots, regional, continental, and international.

 

International Project implementation and management structures:

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This structure is led by the International Executive, which falls under the leadership of the CEO a renowned economist who is the leader of the organization's day-to-day activities and leads FPI sitting on both the IEC and the IGC, not as a policymaker but as its ex-officio, the CEO is the ley leader of FPI, besides leading FPI project he also influences policy-making processes and policy adoption as he is the one who shapes the FPI activities through his day to day leadership of the organization.

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The CEO is deputized by many deputies from different levels who have different functions at the regional and international levels. First amongst the leadership are the following officials:

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1. The Office of the Finance Controller (Fin-Co) Internal Auditor, or Compliance Executive, is a very crucial office that carries the responsibility for the setting up of financial policies, implementation, auditing, recruitment of finance admin staff, as well as managing FPI finances at the community, national, regional, and international levels, continental, regional, and national levels. This office also sets up, works, and monitors fundraising and marketing teams.

2. The office of the Senior Executive Director, who is responsible for capacity building, is an important office responsible for shaping our leadership into what we expect to get out of them, starting from starting branches, setting up of structures, management, and operations.

3. The office of the Senior Executive Director is responsible for the agroecology project, this office has several sub-offices attached to it in line with several activities under the agroecology project.

4. The office of the Executive Director is responsible for membership and the Microfinance Credit Scheme; this office is held by a person with both financial and administrative skills and a good track record in handling and managing people and money. They are responsible for recruitment, data management, and running self-help microfinance credit schemes. 

5. The office of the Executive Director, responsible for Monitoring and Evaluation, looks at the input-transformation-output processes and enables a search for efficiency and optimization by rearranging or changing the processes ( Deliverables on all our activities)

6. Executive Director responsible for the Integration of technology into Agriculture, This office integrates effective knowledge management strategies, incorporating the producer's knowledge and responding to the technology user's needs.

 

      With the above structures at the international level, FPI is going far and will win on   

      all its projects.