The Markala Cooperative: A new approach to traditional economic roles

Abstract

The Markala Cooperative was created in response to the resolution of a group of poor women in rural Mali to seek paid employment. The goals of the original 20 members in 1975 were to earn a regular salary and to learn marketable skills. These goals were realized by 1981. The women have established a successful cooperative business based on the production and sale of dyed cloth and laundry soap. This pamphlet tells of the experience and the efforts of this group of Mali women in the development of their successful cooperative. For the women of Markala the decision to join forces in a cooperative was a daring step. Although collective work groups are common in Mali joint ownership of resources is very unusual particularly with nonrelatives. A major incentive to undertake a cooperative business was the desire to learn new trades. In a series of meetings that took place over 3 months in 1975 the women discussed their problems and what they might do to earn money. They agreed on some ground rules before beginning any business activity and these are listed. The final decision was that cloth dying and soap making best met their requirements. Approximately 200 women expressed an interest in joining the cooperative and most attended 1 or more of the planning meetings. Community skepticism and the prospect of a long training period discouraged most of the women and by the end of 1975 only 20 determined women were at work in the business of the cooperative. By 1978 the cooperative membership had increased to 50. Important steps taken were the registration of the group as a producer cooperative under Malian law and the acquiring of a permanent workshop. In addition to problems in gaining technical skills the members faced difficult decisions about how to manage their business. Committees were established and the members elected officials and bookkeepers. Meeting the payroll each month remained the highest priority even when the cooperative had little income. The decision was made that each member would be paid the same monthly salary regardless of how much each women produced. Those who want to increase incomes among rural women can learn several useful lessons from the experience of the Markala cooperative. These include: the initial activity undertaken by a cooperative should promise a clear and immediate benefit to the participants; women should choose the structure of their own organizations even if their decisions seem illogical to outsiders; appropriate technical assistance is vital; a delicate balance must be maintained between self-reliance and adequate levels of outside financial and technical assistance; and a flexible and longterm perspective is essential.