About wofan Print
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Friday, 08 July 2016 11:48

WOFAN brief profile and capacity statement

Brief History of WOFAN
Women Farmers Advancement Network (WOFAN) was established in June 1993
and incorporated with the Kano state Government as a community Development Association in 1995 and later and later registered with the corporate affairs commission in 2007 with its headquarters in Kano.
WOFAN partners and works with a mobilized, registered multipurpose cooperatives, CBOS, community service groups, private sectors and  research institutions towards achieving a holistic development of the people.

In 2017 WOFAN’s application to graduate to “Women Empowerment Foundation” received the legal approval of the Corporate Affairs Commission (CAC) of Nigeria. The new outfit supports WOFAN’s strides in making a difference in pushing a people and community owned partnership and collaboration with all arms of governments, the private sector, NGOs, traditional and community structures as well as donor agencies. This extra effort is expected to bring additional complementary strength and shared responsibilities in supporting the common goals of the less privileged, disadvantaged and the voiceless thereby assisting  them scale up their enterprise skills and become managers of their own development.
Presently, WOFAN has 4,500 clusters of women, men and youth groups of 30 members per group across 7Northern States of Nigeria.

Primary Activities
WOFAN has several core activities it pursues in support of its mission statement, goal and objectives. These are:
1. Training its target groups across a wide range of matters, including leadership development, Advocacy, business management,
2. Building synergies across aagriculture value chain, food processing, improved family nutrition, food preservation
3. Educating people on the importance of water and soil conservation, sustainable environment & climate change adaptation, improved agricultural technology & livelihood and health awareness.

WOFAN is participatory and responsive in its approach. It works at the community level, with self – selection groups.
WOFAN using PRA/PLA exercise, assists rural groups to identify their needs and draw up action plans for intervention. Each group chooses its own leaders, including president, secretary, and treasurer, and it is responsible for implementing WOFAN-assisted projects. In each community, there are at least two committees as explained below under management and organizational structure.

Membership in WOFAN is open to individuals and groups who believe in the organization’s goal and objectives and are willing to work together for their own development.
WOFAN generally involves the household in its activities with the aim of improving gender relations by encouraging the involvement of men and women in project intervention at all levels.
Within WOFAN, groups form themselves into 25-30 members each.
The groups are mainly unisex with 75% -80% being women and choose to engage in similar socio-economic activities.

Membership growth of WOFAN
WOFAN started with 28 members in 1993 and grew up to 50 members  in 1998,
In year 2000, the membership sprang  to 150 groups working closely with CTA- The Netherlands and expanded to 250 groups in 2003.
Through the intervention of the USAID and Coca-Cola Africa Foundation in a funded water project,  WOFAN's membership strength became 500 groups.
The USAID Nigeria water project supported  WOFAN in a Water and Sanitation project which  expanded the network to an outreach to 1500 groups of 30 members per group in 2014.

Presently, WOFAN has over 4500 rural mobilized groups of which 75% are women groups and 25% are male and youth groups between the ages of 18years to 35 years who are registered with WOFAN and their various state cooperatives or community development units of their LGAs.


wofan tauraruwa rice


To benefit from the services of WOFAN, a community groups must learn to work and partner together for a minimum of 6months and demonstrate good sense of  leadership and unity within themselves. During this period, group members would have undergone some training to build their capacity  in group dynamics and Enterprise management.
WOFAN groups are mostly non-literate who are helped to attain literacy level during its projects with them. In recognition of this, WOFAN has designed a curriculum called the “community women curriculum” which focuses on  functional literacy programs that is  completed within two years span.  Also included in the group  training are issues around  basic health , vocational/ skills acquisition, agriculture and food nutrition trainings, good governance, economic empowerment and information and communication management.

Presently 2020-201,  WOFAN leads a Rice value chain expansion project implemented across 7 states, including the Food and Nutrition security project funded by UNDP-GEF-FGN that targets 42,000 beneficiaries of which 75% are women groups and 25% are male and youth groups.

WOFAN especially prioritizes the following values of high importance
(a) Equity: Being sensitive and committed to reduce all forms of unawareness, discrimination with focus on the poor family economic and nutrition security for the disadvantaged and less privileged.
(b) Participatory processes: Having faith in people’s capacities and their institutions and building on such capacities for their own development.
(c) Accountability: Accountability with transparency.
(d) Collaboration: Developing synergies through networking, Team work and striving for quality, innovation, diversity and striving for success and quality with all sectors of relevant stakeholders ranging from private sectors, public, community and agencies..

Our strategy:

· Pro-poor growth strategy.
· Sustainable livelihoods that improve nutrition and income strategy.
· Rights and empowerment strategy
· Resources and redistribution strategy.

The organization’s values are focused on poverty reduction strategies in a responsive and participatory manner as well as functional literacy /capacity building process towards achieving enhanced livelihoods, health, and governance, with capacity development as a cross-cutting issue.
Sustainability strategy:
 The main sustainability strategy of WOFAN is encouraging ownership of both the soft and hardware components of the project by benefiting communities through the introduction of community self-help concepts, scaling up agriculture into profitable ventures through water and agricultural management, linkages to markets and financial benefits and giving women and youths a voice and opportunity to self-reliance.
 Community members are mobilized and trained to participate in all planning activities for project implementation and clear understanding of project tracking and evaluation.
 Trained cooperative groups and peer leaders are trained to step-down training where applicable and become mentors and peer models to other community members, thereby scaling up and revolving the project initiative.
 Community based group trained are supported to form a sustainable monitoring structure at community level. These groups (mainly women), will gradually take over the monitoring and management of their project facilities and services, thereby ensuring that the facilities and services continue beyond the lifespan of the project, on a sustainable, long term basis.




Last Updated on Sunday, 06 June 2021 10:46