Thoughts from an agricultural development gal in Ghana

Posts tagged “poverty

Sustainable Food Security: Agricultural Models for the 21st Century

This is a post for Blog Action Day (#bad11), a movement that aims to start a global discussion through thousands of blogs posted in one day on the same topic. This year, the topic is one dear to my heart: Food.I have been thinking about food a lot for the past 1.5 years through my work in agriculture with EWB. We are working closely with the Ghanaian Ministry of Food and Agriculture to reach out to farmers, but what are we working toward? This question has nagged me more and more as time goes on, to the point that I ran a learning session at our last EWB retreat with the same name as the title of this post – Sustainable Food Security: Agricultural Models for the 21st Century.I’ve been reading a lot on this topic in the past 8 months. I’m not sure if there’s a trend toward addressing this issue lately, or if I’m just noticing the articles because I’m finally looking for them, but there is a LOT of writing out there! I’ve summarized a few of my favourite articles in the “Further Reading” section at the end of this post.
The Issues

First, let’s get to the heart of the issue: it’s a matter of food production vs. environmental sustainability. Traditional industrial agriculture has achieved record production through intensive farming practices, mechanized farming and petro-chemical inputs applied with machine-like precision. This has come at the expense of the environment, with corporate farms using up precious fossil fuels and destroying ecosystems in the quest for more food. However, viewing these as two opposing goals is a false dichotomy; if we want to achieve food security far into the future, we must find a way to fulfill both of these goals AT THE SAME TIME! My research into this topic has tried to answer this question: what model of agriculture will allow us to achieve sustainable global food security?

Development workers have a unique perspective on the problem of global food security because we must take into account an additional question, “what is good for poor farmers?” In this case, it’s not just about achieving adequate food production, or nutrition levels, or even environmental sustainability. We must also take into account the lifestyle of the poor Ghanaian farmer, who is being asked to adopt this model to continue providing food for his fellow citizens. What model of agriculture will spur human development in Ghana while also fulfilling the above two goals?

Though I mentioned that there are a lot of people writing on this topic right now, there is a relatively low level of consensus as to what the future model of global agriculture should be. There is a never-ending number of models being promoted (organic, agroecology, industrial, urban, etc.), each with its own convincing arguments and promoters. This is quite startling, and makes it very difficult to choose one agricultural model to promote in our work. So how can we plan for the future?

My Opinion

Let’s be very clear here: the following are my personal opinions, not those of EWB, Ghanaian farmers, or anyone else you might confuse me with. There is no right answer, only a series of thoughts and questions that remain to be determined.

Traditional agriculture in Ghana is somewhat organic, in the sense that there are no chemicals applied to the crops. Most farmers practicing these traditional methods also don’t use improved seeds, proper land preparation techniques or any other Good Agricultural Practices (GAPs). As a result, they get low yields compared to their neighbours who use “modern” techniques – mechanized land preparation, chemical fertilizers/herbicides/pesticides, and better GAPs. This is leading Ghanaian farmers to see chemical agriculture as the way forward, when in fact many of these GAPs applied to their traditional organic fields would also increase yields significantly.

Right now, MoFA is steering Ghana toward a future of intensive industrial agriculture through credit-in-kind schemes and input subsidies. And why shouldn’t they? This is the path every other industrialized nation has taken to get out of poverty and push forward their economies. But I think it’s too late to take this path. The time has come when oil-based agriculture is getting too expensive (and oil prices are too volatile) to rely on. The price of oil will only increase in the next 20 years, so why are we promoting a model of dependence on these inputs in Ghana?

If things go ahead as MoFA wants them to, soon the majority of Ghanaian farmers will be using industrial agriculture methods. Food security in the country will be improved, but for how long? Soon fuel prices will be too high for Ghanaians to afford the food produced in this manner, and we will be thrown back into food insecurity. Ghana is at the brink of “maturity” in agriculture, about to choose a method to promote and follow for decades to come. Let’s help them make an appropriate and sustainable choice.

My colleague Mina works with an organic fertilizer company near Tamale and often cites a study that showed yields to be virtually the same when appropriate amounts of chemical and organic fertilizer were applied to test fields. In fact, the plot with the highest yields used a combination of both types of fertilizer. So why are these methods most often presented as mutually exclusive?

There are many sustainable practices being used in Ghana on a small scale – sustainable land management, soil fertility techniques, inter-cropping to naturally get rid of pests, organic fertilizers and weedicides and many other GAPs. What are the best ways for EWB to promote these techniques without being paternalistic and dictating the way forward for Ghana’s agricultural development? Tricky…

I think one of the key lessons here is that we need to be adaptive, changing our approach depending on the conditions (economic, social and environmental) in which we find ourselves. Of course, these conditions are changing all the time, so we need to be constantly testing our assumptions, checking if the information we gathered 1 year, 6 months or even 2 weeks ago is still relevant today. And we need to help the Government of Ghana to have the same resilient approach, adapting to new information and conditions as the world lumbers toward a new model for sustainable food security.
More Details

Different levels of thinking about this:

  • Global food systems
  • Consumers in Canada
  • African agriculture
  • Farmers
  • EWB’s stance
  • Our strategies

More questions to ponder…

  • How do we bridge economic development & environmental sustainability in Africa?
  • What are the pros and cons of each agricultural model?
  • How do these changes in policy translate to realities on the ground?
  • What stance should EWB and other NGOs take on these issues? How will this effect our work?

Other tricky issues (you can Google these for more info):

  • African land grabs
  • GM crops
  • Foreign investment
  • Subsidies
  • Food price volatility
  • Climate change
  • Famine
  • Biodiversity
  • Farmers’ rights
  • Biofuels

Further Reading

Special report on the future of food – population, development, environment, politics, nutrition, food waste:

Politics, global markets, demand for food:

Olivier De Schutter, UN Special Rapporteur on the right to food, and the concept of agroecology:

Agroecology and development:

Organic farming:

Food waste:

Concentrated industrial vs. wide-spread “nature-friendly” agriculture, which is better for the environment:

Smallholder farmers and environmental sustainability:

Findings of DuPont Advisory Committee on Agricultural Innovation and Productivity for the 21st Century:

Moving from old to new models of agriculture:


Sacrifice

When I talk to people at home and tell them what I do these days, a lot of them comment on the sacrifice that I’m making. I often think to myself, am I really making a big sacrifice? Yes, I live far from my family and friends, but I live with the guy I love. Yes, I’m not making much money, but I’m not spending much either. Yes, I’m not building my career as an engineer, but was I ever goig to do that anyway? I’m 25 years old, managing a team of 9 people, determining the strategic direction of our work, building credible partnerships and interacting with major players in my industry. In what alternate world could I say all that 2 years after graduation from an undergraduate degree?

The truth is, I’m pretty lucky. This is a sweet job. I love my work, my colleagues, my hometown of Tamale. Of course I miss Canada sometimes, but for now I’m pretty happy where I am. And most importantly, I’m working at a job that is in line with my values, improving the lives of people living in poverty.

I have a lot of colleagues here in Ghana who are with me in the poverty-fighting business. In fact, NGOs are probably the largest industry in Tamale. I have more than a few friends with Bachelor’s degrees from the University of Development Studies in Ghana, and Master’s degrees in development-related studies from universities in Ghana and abroad. They are smart, well-educated and determined to help their fellow countrypeople. So are they making a sacrifice too?

The truth is, being a development worker in Ghana is also a pretty sweet job, in the more conventional sense. The pay is much better than any kind of government work, and tends to be more stable than business. It’s also a pretty safe career choice – in the job market, there are more positions for development workers than many other professions. I would compare the career path of a development worker in Ghana to that of an engineer in Canada in terms of prestige and compensation. In my opinion, these people are not making significant sacrifices in order to pursue their values. In fact, they’re pursuing a pretty stable and lucrative career path. But is this a bad thing?

On one hand, it makes me uncomfortable to see an industry that thrives solely on donated dollars. The basis of this business is people living in poverty; if this disappears, the entire industry disappears. But isn’t that what the industry is trying to do, eliminate poverty? This is a bit of a conflict of interest.

On the other hand, I think it’s wonderful that a career devoted to bettering the lives of others is so highly valued in this society. If I think about those careers back home – social work, non-profit sector, etc. – they aren’t valued nearly as much. Why is it that people who devote their lives to others are seen to be making a sacrifice? And why are they compensated accordingly? Shouldn’t we value more highly those who commit their lives to the service of others?


Big John’s Self-Help Super Microfinance Scheme

Meet John Alhassan I. He is an Agricultural Extension Agent (AEA) at my office of the Ghanaian Ministry of Food and Agriculture. His job is to deliver agricultural information to farmers in his operational area and to help them improve their farms, whether that means reducing the level of poverty in a household by adopting better agricultural practices, or helping commercial farmers to get in touch with the market. John sees all types of strengths and needs in his daily work as an AEA.

One of the farmer groups that John works with is a women’s group of 24 members. He started building up this group using EWB’s Agriculture As a Business program last June. Through the program, group members were encouraged to contribute group savings to a bank account that John had helped the group to open a few years ago. Each member contributes 50Gp (about $0.35CAD) per week. After a few months, the group had built up their savings and they were ready to invest.

John was concerned that the group was too large to give a loan to each woman. If they divided the savings 24 ways, it wouldn’t really make a difference. Instead, he divided the group into four groups of six women each. He randomly selected one group to receive loans first by drawing the numbers 1-4 on pieces of paper and selecting one from a pile in front of the women. Each of the six women in the first group received a loan of 100GhC (about $65CAD) to invest however she wanted, but with the understanding that in two months time she would have to pay back the full 100GhC, plus 5GhC of interest. Most of the women are processors, so they elected to invest in bulk purchases of rice, groundnuts or shea nuts to process and sell at a profit. After two months, 100% of the money and interest were paid back to the group bank account, and the next round of loans were given out to six new women.

After each group had received the loan once, John upped the stakes – the next round of loans were for more money (120GhC), but the interest also increased (10GhC). Again, the repayment rates have been 100% so far. The group is currently on this second round of loans and their bank account balance is still increasing. The women are dedicated and determined and John is encouraging them every step of the way. The goal is to make enough money for the group to buy a grinding mill, a purchase which will give them an even higher return on investment.

John Alhassan I.

Why do I think this is such a great story?

John is really passionate about helping people in his role as an AEA. Though many farmers have been trained over the years to sit around and wait for government money to come, John knows it isn’t coming any time soon. He also knows that the banks aren’t often willing to help; he already took this women’s group to the bank for a loan and they were rejected. Help isn’t coming from outside, so John is helping the group to help themselves. This group is serious, dreaming big and working hard to achieve their goals.

John has now taken this scheme to other farmer groups, where it is also working successfully. But why is he so successful in this approach? There are a few key elements of this grassroots project that have made it work so far:

  1. There is no time limit on this project. This is John’s own initiative, so he has taken the time to build up and groom his farmer groups until they are ready to handle serious money. He is not under pressure from donors or banks to report quarterly on his progress, and his funding isn’t going to dry up in 3 years. Instead, this home-grown approach gives the group and the AEA time to build up their skills and capacity to handle these loans.
  2. The group members have a personal relationship with John and a high degree of trust in him. He visits the group often to check in on their progress, encourages them when they need a kind word and keeps them accountable to each other. He hasn’t just come in to tell them what to do “for their own good”, but he has taken the time to build a trusting relationship with the group.
  3. The approach is tailored to the needs of the group. This isn’t some monolithic project coming in and prescribing a microfinance approach to fit all smallholders. Instead, it’s one AEA who knows the nuances of this group and has created a program that will work specifically for them. He has decided on the timing, the group sizes and amounts of the loans in collaboration with the group so that it best fits their needs. And this completely changes for each of the groups he works with.

This is an approach that is working for John’s farmers. Of course, it wouldn’t work if you tried to scale it up. It would be too complex, with too many variables and little things that would invariably go wrong – the farmers don’t trust the facilitator, the groups are thrown together to access loans, the money is too much or too little, the ToT didn’t teach trainers to visit the groups often enough. Farmers are smart – they’ve seen it all before, and they know how to manipulate the system. If you tried to scale this project, it just wouldn’t work.

The beauty of this approach is that it was developed out of a clear need: to find financing for the group to meet their goals. It’s a tailored approach that is based on a strong relationship between the AEA and the group members. The problem presented itself and the AEA was pushed to find a solution. In the development world, where we often find solutions in need of problems rather than the other way around, this is a refreshing turn of events.

I admire John for his dedication and creativity in meeting the needs of his groups. I wanted to highlight him as one of the many AEAs in the Ministry who are working tirelessly with inadequate pay and resources to do the best they can for farmers. These are the small beacons of hope that keep me motivated to keep working for change in the Ministry. John is truly an inspiration!

So I say, to all of you, keep doin’ it for Dorothy!


A Bitter Pill

As I near the 1-year mark of my work in Ghana with EWB, I’d like to reflect back on what has happened over the last year. We embark on these jobs and journeys with the hope of making the world a better place, of somehow contributing to “international development”. However, I’m forced to acknowledge that it’s unlikely that anything I’ve done in the past year has directly improved the lives of poor Ghanaians, and that is a bitter pill to swallow.

I know, that sounds really negative. But believe me, it’s not all bad! There are different types of impact we can have – from short-term, direct and focused to long-term, indirect and widespread. My direct impact this year was limited, but I’ve had impact in other ways. So please bear with me as I get to the end of this post – there is a happy ending!

Maize farmer

2010 was a rough year for our team, alternately known as Team MoFA, Rural Agriculture Ghana or Agribusiness Ghana (we still don’t seem to have settled on a universal name). When I arrived last March, the team was undergoing a rocky Team Leader transition, which inevitably led to a short dip in team productivity. Unfortunately, we weren’t able to fully recover from the dip, and the new Team Leader stepped down in January, leaving a vacant place at the head of our team. We also went from being a 9-person team, when I arrived in March, to the current 4-person team – a huge loss of resources. Most of this was just due to people’s contracts being up and not enough new volunteers to fill their places, but it will still take some time to rebuild our numbers.

In terms of strategy, we haven’t seen as much success as we hoped with the Agriculture As a Business program (for more details on the challenges, please see my previous post). The political and systemic barriers in the Ministry of Agriculture are too imposing to lead a significant change in extension from the ground up, and we’ve been unable to influence the right people at the top. Volunteers in districts were getting demotivated by barriers that were out of their control, and all the high-level talk about mobilizing farmer groups didn’t materialize into any concrete changes in the sector (policies, funding, etc.)

We had an amazing group of Junior Fellows (students) from EWB join us in the summer, but they experienced many of the same challenges. They achieved a few fabulous short-term successes, yet on the whole were unable to institutionalize the Agriculture As a Business program in any of their Ministry of Agriculture district offices. We concluded that our current pathway for scaling the Agriculture As a Business program was ineffective and decided to reallocate resources to address district management challenges. A few Professional Fellows experimented in this domain, with varying degrees of success in individual initiatives, such as improving staff meetings, management styles, collecting feedback and time management strategies. But none of these initiatives promised the transformational change that we want to see in the way the Ministry of Agriculture is run from the top.

The one successful initiative I participated in this year was the DDA (District Director of Agriculture) Fellowship, a management and leadership program. It was a success in the sense that all the DDAs loved it, and tried to apply what they learned in the management of their districts. However, it’s really tricky to know whether this has trickled down to the extension staff and actually improved the work they’re doing in the field, with farmers. This is definitely more of a long-term change, a culture shift that will gradually result in improved staff performance. But evaluating these types of programs is really tricky, and attribution is very difficult, so… who knows??

The only direct impact I’ve probably had on poor Ghanaian farmers is through my personal interactions with my host family and friends in the village. I’ve treasured these interactions and really tried to be a good role model and influence. However, I’ve been hesitant to provide any form of material aid, beyond a few Christmas presents that I brought back from Canada, for fear that it will change the nature of our relationship. I did support the local women’s shea butter production group by buying 200 bars of soap to take back to Canada (it’s great stuff!), so I guess that cash injection probably made a small difference. But is that really the type of work I came here to do? No…

Zuo Women's Group, producers of high quality shea butter soap

A few things I’ve learned in the past year:

  • As much as we talk about effective program design, its often the operational capacity of an organization that is the bottleneck to achieving success: it’s amazing how much time and energy can be spent on just making a team function. I have great admiration for excellent managers, admin and support staff who, if they’re doing their job well, you don’t even really notice in your day-to-day work.
  • It is unrealistic to achieve widespread impact in 1 year: we need to break 1-year placements down into specific “learning” or “doing” chunks so volunteers realize they’ve contributed something meaningful. For example, if we’re trying to make a big change in technology adoption through agricultural extension, a 1-year volunteer should have a mandate such as “learn about tech adoption techniques outside of the public sector in Ghana” or “pilot one new tech adoption approach with extension agents in your district and prepare a report with your recommendations for the team strategy going forward”. If they hit on a genius idea, great – we’ll scale it! (if there’s a scaling mechanism). If it doesn’t work, also great! share your learning and how we should change our approach in the next iteration of the strategy.
  • Effective interventions (or inventions) only matter if there is a way to scale them (or sell them): you might have the greatest idea in the world, but it doesn’t matter if no one sees it. Transformative change needs to reach scale, one way or another!
  • Perspective matters: even if you DO know what needs to be done, on the ground, to make a significant improvement to the lives of those living in poverty, you need to find a way of framing it so that it matters to those making the change, from the bottom (field staff) to the top (policy-makers). Just providing evidence to support your case is not enough; you must account for political, historical and social implications as well.
  • Field realities are valued: EWB gets a lot of street cred for being “in the field” or “on the ground”, working in districts (not the most glamourous of job locations). We need to find better channels for sharing these field realities with those higher up the chain of command. (Suggestions?)
  • Opportunity cost: there will always be more opportunities than you can take advantage of, the hard part is gambling on which opportunities will be most worth your time in the end.
  • BONUS EWB lesson: it’s ok to fail, as long as you LEARN and CHANGE as a result! (check out http://admittingfailure.com for EWB’s recent initiative on encouraging learning from failure in the NGO world)

Now, as we peer out at 2011 with a couple months already in our pocket, our team is forced to admit that we’re not achieving as much as we’d like. While we can’t categorize the Agriculture As a Business program as a failure, since it IS an effective tool for building farmer groups and developing business skills, it’s not quite a success either, since we can’t get the Ministry of Agriculture to adopt it at the scale needed to achieve widespread change.

Hakim - a future farmer?

There has been a lot of talk about failure recently, and encouragement for NGOs to admit failure when it happens. But this is a clear example where the situation is not black or white, failure or success – but rather grey. In our team’s collective experience in Ghana, a lot of other NGOs/projects at this point would keep lauding their programs as successes and putting more and more resources into them. Instead, we want to acknowledge our lukewarm progress and shift to where we can have white hot results instead. It’s frustrating for our staff to keep banging our heads against the wall in a program that’s going against the flow of the current agricultural sector trends. We’re not giving up on this program; but until the stars align to facilitate the widespread changes that are needed (district autonomy, decentralization, performance incentives, etc.) it is more effective for us to invest our energy in other places.

We’ve now been working with districts in the Ministry of Agriculture in Ghana for 6 years. We’ve met a lot of key players, we understand the system, we’ve seen lots of challenges and we’ve built strong relationships. We’ve tried a few things, with varying degrees of success, but nowhere near the scale of change we want to create. Now we have a bunch of cool ideas, but we have no idea which one is going to work. In the spirit of complexity, we’re not going to throw all our eggs in one basket; instead, we’re going to explore the change potential of a number of different initiatives and gauge the reaction of those in the Ministry of Agriculture and in the wider agricultural development sector. I’ll be blogging more about this strategy development process as it unfolds, so you can all follow along with me!

Back to that bitter pill: my underwhelming personal success. Is this the kind of year I wanted? Of course not. Has it been a waste of time? Heeeellllll NO! I have learned SO much valuable information over the past year that will allow me to position myself to create the change I want in the coming 2 years.

You might think I’m demotivated. That I’m frustrated by the pace of change and our inability to see any real impact. That I’m ready to throw in the towel and truck back home to an easier job in Canada. But you’d be wrong! Strangely enough, I’m more motivated than ever! Something about being faced with so many challenges at once has really sparked a fire in me. I’m excited to drive the team in new directions, to get us excited about what’s next and to build ourselves up into an impactful, influential team of agric superstars! Seeing the passion and dedication of my fellow teammates has forced me to find renewed resources of energy in myself. I can’t wait to see where we go next.


Why I’m Here

A friend recently wrote me an email in response to my appeal for funds with EWB’s Challenging Perspectives campaign. He identified an inner conflict: he felt he should donate out of obligation to our friendship and feared that he would be ostracized if he didn’t, but was having trouble personally connecting with my work in Ghana. To donate, he felt that he should really believe in the work that EWB is doing (and I’m doing, through EWB) and be able to get behind it 100%. I most definitely agree!

This is exactly the kind of conversation I want to start with my Challenging Perspectives campaign. Why do we feel obligated to donate to charities when we really know little about what they do? How can charities make people FEEL something and personally connect people to their work? It’s a struggle on both sides.

In response to this email, I wrote back answering 3 questions:

  1. Why am I here?
  2. How am I feeling about it?
  3. What am I working towards?

Below is the email I sent back to my friend. I hope it answered these questions for him, and I hope it will for you too. Either way, leave a comment and let me know what you think!

1.   I’m here because:

  • I feel fortunate to have been born to an affluent family in a developed country and hate that it means I have so many more opportunities for happiness and success than so many other people in the world – I want to work to decrease global economic and “opportunity” disparity
  • I feel guilty about being born in Canada and feel I have a responsibility to help others
  • I believe we live in a globalized world where we’re all connected and will have deep impacts on how others live, whether through our consumer habits, environmental practices or political policies
  • I think change IS possible in developing countries, specifically in Ghana from having spent time here, and I want to help create that change
  • This is a pretty cool job that gives me good professional experience and is developing a lot of skills that I value (management, leadership, critical thinking, communication, etc.)

Salifo and Hussain, father and son. I dream the son will have more opportunities than the father.

2.   How I feel:

  • Frustrated that change happens so slowly
  • Unmotivated by some circumstances in Ghana (sexism, racism, kids not going to school, etc.) and some of the people I work with
  • Incredibly motivated by some of the other people I work with (one of whom is an AEA who is hopefully coming to the EWB conference in January!)
  • Love for my EWB teammates and lucky that I get to work with such cool people
  • Hopeful that we are making some incremental changes and the pace of change is increasing as we gain experience and credibility

Our awesome Rural Agriculture team (miss you Meg!)

3.   What I want to have happen:

  • MoFA does a better job of serving poor farmers in Ghana, which is 80% of the population in the north. This means helping farmers to improve their farming techniques and help people to see farming as a business instead of a way of life (a lot of people are like “my grandfather farmed, my father farmed, I farm but I don’t have a job” – it’s not seen as a viable “career” to be a farmer, even though you can get rich if you have a good commercial business plan!). This will require MoFA to have excellent extension staff that go around and visit farmers to help them manage this mindset shift. MoFA is a government institution, so it is here to stay, and it already has a wide network of field staff in place, making it a great partner to work with if we want to reach a high number of Ghanaian farmers. But there are a lot of reasons right now why MoFA isn’t doing the best it can for farmers.
  • MoFA is slowly becoming decentralized (which is good), meaning each district will get to choose their own work, manage their own budget, decide which development projects are best-suited to farmers in their district, hire the best staff and fire the worst, define their own culture. Right now it’s the opposite: everything is decided at the national level and pushed down to districts, which often means projects are ill-suited to the local conditions or won’t benefit farmers, implementation is poor, there are not enough resources to do everything that’s asked of the district staff, there is low motivation and low ownership over work.
  • In order for decentralization to happen, MoFA needs to have technical, managerial and operational capacity. They’re pretty good at the technical capacity (knowing technical stuff about agriculture to spread to farmers, like research findings, new technologies, improved seeds and fertilizers, etc.). This is mostly what they learn in school (“agric college”) and what MoFA has traditionally focused on. They are less good at the managerial and operational capacities.
  • I want EWB to help improve these capacities through developing managers (lots of ways to do this – management training, fellowships like the one I talk about in my Perspective, one-on-one coaching, sharing management resources, etc.) and developing operational capacity (improved supervision, budget management, work planning, scheduling, staff motivation, computer and reporting skills, culture of learning from experience, etc.). These are things that EWB is already good at and we have a clear value-add to districts.
  • The challenge in all this is developing initiatives that work for one district (specific) but can be scaled to many districts (general). There are lots of questions here: are we satisfied with just helping a few districts, one at a time? or do we want to achieve wide-scale change? Is it possible to create this scaled change without reducing the quality of what we’re doing? What other mechanisms already exist that we can use to scale these ideas?

Dry season tomato farmers near Bolgatanga in the Upper East Region

Our team is in the middle of a visioning/strategy design process so a lot of questions will be answered in the next month about what we’re working toward more specifically. We’ve recently had a bunch of people leave the team and we’re small now (only 5), so we need to re-tune our ambitions to what we can realistically accomplish with these resources. That said, we’re asking for 3 more volunteers to be added to our team in March so we can get more manpower to enact our vision.

And that’s where your donation comes in. Seriously, it’s all about the money. Without money – most of which comes from donations at EWB, since we have a hard cap on what % of our budget we’ll take from CIDA so we can remain independent and advocate against the Canadian government when necessary – we can’t realize these changes. We’re a pretty small organization in terms of number of staff in Africa, but we’re punching above our weight in terms of influencing higher-up development big-wigs. This is happening in Canada too, with awesome stuff happening lately with advocacy and CIDA. I am often critical of things EWB does, but I’m happy that it’s encouraged in the organization’s culture to be critical. That’s how we try to do the right things.

Anyway, I obviously believe this is an organization that’s headed in the right direction and making some much-needed changes on the ground. And if I’ve convinced you that’s true, then I would love for you to donate!

But no pressure. SERIOUSLY. Don’t donate because you are my friend, or my parents’ friend, or because I keep emailing you, or because other people have donated. Donate because you believe this work is important, change is needed and EWB is doing it well.

Celebrating Salah with Ayesha and Namawu, two of my favourite friends in Tamale!! Seriously, these girls are awesome!!

P.S. A small update on my Challenging Perspectives campaign: I’m currently in first place for the most funds raised! I’ve raised $2105 out of my goal of $5000, thanks to everyone who’s donated so far. So if you haven’t donated yet and you connect with what I’m doing here, please consider making a donation to my campaign! https://perspectives.ewb.ca/erinantcliffe


Agriculture As a Business

This is a bit of a monster post, sorry! But I haven’t posted for a few weeks (which was how long it me took to write this whopper) so I hope you’ll forgive me. I’m especially looking for lots of comments, questions and feedback on this one. So find a quiet space, a few minutes, and dive in!

Update: quick acronym check!

EWB = Engineers Without Borders Canada (the organization I’m working for)

AAB = Agriculture As a Business (the tool EWB has developed)

MoFA = Ministry of Food and Agriculture (Ghanaian government)

AEA = Agricultural Extension Agent (the field staff for MoFA)

FBO = Farmer-Based Organization (a group of farmers who work together, like a co-op)

The main product of EWB’s last few years of work with MoFA is the Agriculture As a Business curriculum. As I mentioned in a previous post, AAB is a field tool for AEAs (Agricultural Extension Agents) to help them to develop stronger, more business-minded FBOs (farmer-based organizations). The AEA takes the tool to the field and, over the course of 10 meetings with the FBO, builds the group’s capacity to run their farms as businesses. The tool consists of 10 laminated cards containing facilitation questions, tips, stories and photos to lead the AEA through the following topics:

  1. Group Strengths to build a vision for the group;
  2. Group Meetings for the group to hold regular meetings to discuss and solve issues;
  3. Group Finances so the group is regularly contributing dues and their group savings;
  4. Group Project so the group designs an agriculture project they will do together;
  5. Group Marketing so the group accesses markets together (e.g. buy or sell together);
  6. Market Planning for the group to analyze and decide on a profitable market;
  7. Business Plan for the group to plan the expenses and expected income of their project;
  8. Record-keeping so the group is recoding actual expenses and income to later analyze profit;
  9. Loan Preparedness to ensure the group can manage credit successfully to repay;
  10. Business Evaluation to calculate profit from the group project, and decide how to increase profit next year.

The Cheshei Suhiyini Women's Group

Building strong FBOs is a big trend in agricultural development these days. For one thing, it’s easier for businesses and extension agents to reach all farmers if they’re organized into groups. For another, FBOs are more likely to undertake semi-commercial or commercial farming, which contributes more productively to national food security – another big concern. Finally, NGOs and donor projects love to work with FBOs because they can reach more farmers and count them as beneficiaries of their projects. All in all, there’s a big push for districts right now to build lots of strong FBOs.

Aside from the “trendiness” of FBOs, farmers can actually gain huge benefits by working together in a group. First, farmers are more likely to share their problems and solutions with each other in an atmosphere of collective knowledge and learning. Second, farmers can do many things more effectively as a group, like buy inputs or market their produce in bulk. In particular, they can save tons of money on transportation costs when getting goods to and from the farm and market. Third, it’s way easier to get credit for an investment to expand your farm business if you apply as a group. Banks are way more comfortable giving a loan to a group, where members can hold each other accountable for repayment, than to an individual farmer. Fourth, illiterate farmers can reap huge benefits by banding together with a literate friend who can read, write and keep records for the group. Finally, as I mentioned above, groups are far more likely to get regular visits from an AEA than individual farmers, simply due to time constraints and the number of farmers each AEA is responsible for (which is around 3000).

The AAB curriculum addresses all of these benefits and encourages the group to take advantage of them. AAB starts by building the strength of the FBO itself, encouraging members to meet regularly and contribute dues to their bank account. Then it moves on to the more technical business training, including budgeting, planning, marketing and record-keeping. Throughout the program, the AEA is seen as a “facilitator” rather than a “trainer” – the group is encouraged to discuss issues and come to their own conclusions. There is no “right answer” that the AEA is leading the group towards; rather, the group is in charge of making a plan that best suits their strengths and weaknesses.

Each card takes the group through what is called the “Action-Learning Cycle”:

  • Reflection on a story, proverb or photo about the topic.
  • Analysis of the topic. ie. What is the benefit of keeping good records?
  • Planning based on the group’s analysis. ie. who will keep the records, what will be recorded, where will the records book be kept
  • Actions to carry out the plan.

This process allows the group members to engage with the topic and internalize the learning through taking immediate action.

A participatory budgeting exercise using local materials

So, AAB is awesome. Right?

There are still 3 main issues that our team is grappling with around AAB: Quality, Sustainability and Scale. I’ll tell you a bit about each one.

Quality

One of the biggest concerns of most EWB volunteers who are implementing AAB in a district is quality. Are field staff using the tool correctly? Are they giving the group enough time to answer questions and create plans? Are the group members really getting the concepts, and are they going to change their behaviour as a result? These are all important questions if we truly want to have impact with this tool. Unfortunately, it’s difficult to ensure quality at any level. The MoFA field staff all have varying capacities: some are master facilitators, while others can barely read English. It also depends on their motivation and desire to help their farmers. Are they carrying out the activities because someone told them they’d be docked pay if they didn’t, or do they truly see the value in the program and want their farmers to get the most out of it? Usually the answer is somewhere in the middle. EWB can’t go to the field with every single AEA to every single AAB meeting; if that was our plan, we should just be implementing the program on our own. Instead, we have to face a certain loss of quality when we hand the program over to MoFA and believe that they can continue to understand and improve the program.

That said, while the team has temporarily put a hold on changing any of the content in the tool, the quality can still be improved. Would this question on this card be more impactful if we asked it a different way? What if we rearrange the order of the cards? Should we bring outside actors in to meet the group, such as banks and input suppliers, or rely on them to take initiative? What if we added a card on Managing Assets, or Value Chains? The quality of the tool itself has reached a point where it’s “good enough” – we are willing to spread it widely and believe it will have good results – but there is always room for improvement.

An AEA facilitating an AAB meeting

Sustainability

The second biggest challenge of AAB is sustainability. Right now we are concerned with sustainability on a district-by-district level. Most NGO projects will come into a district, use field staff to implement a project, then finish the project and get out, hoping the impact has taken place. But EWB wants the AAB tool to be used in the long-term by district staff, even after we leave. This requires a fundamental shift in the way districts normally interact with NGOs. We are trying to get district staff to take over the AAB program themselves, filling the role of the EWB volunteer to support the tool.

At first, we tried to attain sustainability by simply leaving the district and seeing whether AAB continued without us. The result was that most districts stopped using AAB after a certain amount of time. Without EWB there to encourage and support the program, districts were unable to sustain AAB. Why was this happening? In some cases, there just wasn’t enough will in the district to sustain AAB. But in other cases, even though the staff wanted to continue the program, they didn’t exactly know how. So EWB volunteers looked objectively at the roles they themselves were playing in the district, and externalized these roles. By clearly articulating what is necessary to support AAB, it makes it easier for the district to take on these roles and sustain the program. There are four main roles:

  • Leadership: provide a vision and maintain a focus on FBO development while holding staff accountable
  • Scheduling: plan, schedule and set goals with AEAs to achieve their AAB targets
  • Backstopping: monitor AEAs in the field, provide useful feedback and invest in their professional development
  • Reporting: track AAB progress, collect data on present and past AAB groups and feed back data for AEAs’ learning

Now we are trying to encourage officers in the district to fill all of these roles and hoping it will lead to AAB sustainability in that district. But we are already running into some management and logistical barriers that reach beyond the decision-making power of the district, so we’ll have to wait to see whether this model can be successful!

A woman drying parboiled rice in her compound

Scale

The final challenge is to build a successful scale model for AAB. At first, the vision was to have a copy of the AAB tool in the hands of every field staff in Ghana. But after some time, it became clear that this approach won’t work. AEAs need proper training and support to successfully implement AAB. The scale-up plan would have to be a bit more realistic. Next, we moved on to the idea that the “principles” behind AAB could be scaled to every district in Ghana. The principles were summed up as the following:

  • AEAs are regularly developing groups (beyond formation) – this means letting the group drive their own development by having the group take decisions and act on them;
  • AEAs find ways to get the group analyze their farms as businesses (budgeting, marketing, record-keeping, etc.);
  • AEA learns about promoting agric as a business and is able to refer to decisions in their regular work.

However, it was difficult to imagine just what this scale-up might look like. We are still working on this at a National level, but don’t yet have enough traction to bring it to every district in Ghana.

Finally, our current sort-of scale-up model is the idea of creating “model districts” that can be learning centres for other districts in Ghana. The vision is to make some districts kick-ass, including a whole host of changes beyond AAB, then get other districts to come and learn from them, thus spreading AAB all over Ghana. This model still has to be really worked out, but this is a great chance for input! What do you think of this idea? What are the strengths, weaknesses, opportunities and threats that we could face? Is this a good way to invest our resources, or should we focus on hitting more districts at once?

The Kpanman Kawuni Song Women's Group

The tricky part is that even though the AAB curriculum is finalized (to a certain degree), there are still a lot of improvements to be made. Let’s think of the AAB curriculum as a “product” that EWB has developed. We’ve spent a lot of time doing research and field trials, revising and refining that product. It’s still not perfect, but we think it’s at a stage where it’s “good enough”, meaning that we’re pretty confident that the delivery of this product will benefit farmer groups. We can call this stage “product development”. However, now that our product is finished and we’ve offered it up on the “market” (telling MoFA districts about it), we’re finding something startling: no one wants to buy our product! That is, no one is knocking on our office door asking for AAB (with the exception of one district in the Upper East). So what happened??

Ben has been reading a lot about the idea of “customer development” lately, and thus I’ve been hearing a lot about it. It’s an interesting idea. In a start-up, instead of just doing product development, you have to do customer development. This means taking your product to customers early on, asking them whether or not they would buy it, and if they wouldn’t, what features would make them buy it. It’s an iterative cycle of product and customer development, with the two going hand in hand to provide lots of feedback along the way. By the end, you should have a product with a ready market that is desired by your customer base (or maybe even beyond). What you DON’T want is to CONVINCE your customer that they want to buy your product, or tailor your “sell” to each different customer. This is shooting yourself in the foot, because unless you have time to handhold each customer through the sales process, you won’t be able to sell your product on a wide scale.

This seems to be the case with AAB. Don’t get me wrong, there is definitely excitement around AAB at the district level – my Director can’t stop raving about how important and useful it is for his staff. He’s made it his AEAs’ “number 1 priority because developing strong FBOs is our core MoFA work” (at least until he gets an urgent call from the Regional Director). AEAs rave about how they used to hear the phrase “agriculture as a business” and didn’t know what it meant until EWB put a tool in their hands. Farmers love the interactive meeting style and are dedicated to implementing their projects. The more they use AAB, the more bought-in they become to the impact of the program. But are they willing to “buy” the product? – put their own brains, money, time and other resources toward making it work?

We did consult our customers along the way (MoFA staff and farmers), but I think at a more select level (only the ones that were easy to work with). We handheld every district we’ve worked in so far through the process of adapting AAB, convincing them to take it up, tailoring the program to suit their needs and filling gaps until they were willing to make the commitment themselves. As a result, we have a product that doesn’t have a strong pull from the market, and we find ourselves pushing it instead. (Who is our market anyway, farmers or MoFA? And do market mechanisms really exist in this environment?) If we were a company with profit as our bottom line, we might take one of a few options: keep iterating, put more resources into marketing, or scrap the product. Patent archives are full of great products that never “made it”, even if they’re brilliant. But we’ve seen AAB work, if only AEAs would use it. We’ve put lots of resources, both human and financial, into the program so far over the past 3 years. And really, it hasn’t been that long yet, only a few years; we know real change takes time. But what are the go/no-go criteria for a program like this? How long do we keep refining and marketing our original product? When do we decide to move on to something else, something possibly more (or less) impactful? How (and when) do we take that decision?

So help me out: where should we go from here??


Learn more about EWB

Hi everyone!

This is a quick post to share with you some recent materials put together by EWB’s National Office in Toronto.

The first item is a GREAT article in the Professional Engineers of Ontario (PEO) publication, Engineering Dimensions. You can access the link here – jump to page 40 and check it out! (Nice work Allison!)

The second is a video that was recently produced about our Agric team in Ghana (that’s my team!). I mentioned AAB in my last post – there are some more details here.

Enjoy!


What is Development?

Hakim is six years old. He was born in a village. He is the youngest of 4 siblings – his mother was pregnant 7 times, but had two stillbirths and one child who died after 2 years. Hakim wears old, worn-out hand-me-down clothes most days, only donning a formal smock for special occasions. He gets so dirty playing outside every day that it’s probably good he doesn’t wear nice clothes. He doesn’t like to wear shoes, preferring instead to run around the village barefoot. He is talented at entertaining himself, as are most village children. He plays with old plastic containers, a ball held together with twine, a few plastic trinkets that were gifts from a visiting Japanese aid worker. Hakim is usually an incredibly happy kid, smiling and laughing like there is a joke only he knows. But sometimes he hits his cousin and gets in trouble, then he sulks around the compound with his head down. He only knows a few English phrases – “Good morning” “How are you? I am fine, thank you” and “Photo!” – along with the numbers and alphabet that we’ve been practicing. Still, Hakim and I can sit and talk for hours, he jabbering away in Dagbani, me responding in English. He started going to the village school this year, but the teacher is often absent and the quality of education is very low. His family can’t afford to send him to a better school in Tamale, so he will have few opportunities to learn beyond what this local primary school can offer. There is a health clinic in the village, but the health workers are often absent and besides, his family can’t afford regular healthcare. Hakim will grow up going to the farm with his father and uncles. He probably won’t move away from his village, and if he does it will be to another village close by. Hakim will get older, marry a village girl, have children of his own. One day he will have his own farm. The fact that he could be something other than a farmer will probably never occur to him. Don’t get me wrong, he will have a happy life, full of family and community and food and love. But he will have very few opportunities to change his future from the path he’s currently on.

Hakim

Theo is six years old. He is the son of a former employee at my MoFA office. I met him when his mother came in one day to visit. Theo was born in Tamale, but spent the last 2 years in England while his father completed his Masters degree. He has a younger sister, but no other siblings. Theo is immaculately dressed in cute little-kid overalls and lace-up running shoes. He and his sister are running around the office playing with those toy microphones that make your voice echo. He is a sneaky little brat, stealing his sister’s toy and making her cry. When I ask if he stole it because he doesn’t have toys of his own, Theo straightens and proudly replies, “I have hundreds of toys!” Then he gives the toy back and he and his sister are friends again, smiling and running off together. He speaks perfect English with a British accent. He went to a good school while he was living in England, and will attend private school now that he’s back in Tamale. His family can afford it, as well as good healthcare, travel, sports and other opportunities. Theo will finish primary school, junior secondary school, secondary school, then probably get one or two university degrees. He will grow up knowing that he can be anything he wants to be – doctor, lawyer, accountant, astronaut. There are no limits to his future, he will decide his own path and determine his own happiness. Who knows where he will end up?

———-

This is the Ghana that I’m living in. There are rich people and poor people, farmers and doctors and NGO workers. The people from the south rarely see the north, and the people from the north don’t often go down south. People take life as it comes, and seize every opportunity that comes their way. But in Ghana, as in the rest of the world, the circumstances of one’s birth are the highest determinant of one’s future, give or take a little luck.

But it doesn’t have to be that way.

———-

When people hear the name Engineers Without Borders, they think of building bridges and roads and wells. Of course, these are important elements of any country’s infrastructure and many people suffer when they’re not in place. But building is only one piece of the puzzle. We must ask ourselves: what is the purpose of a well? The answer: to provide people with safe drinking water. Now, what elements need to be in place to fulfill this purpose? Yes, we must build it – that is the most obvious answer. But who will test the water to make sure it’s safe? Who will fix the well if it gets broken? How will spare parts be delivered to the village? Who will make sure the pump is properly maintained? And who will pay for this maintenance? Who will pay for the well in the first place? If a donor pays for it this time, who will pay for it next time? Will money ever be allocated from the government to build new wells, or will they always just rely on donor aid to pay for it? Who manages the distribution of water sources in this area? Does the government know about the well? Do other NGOs operating in the area? What it someone comes to the same village and wants to build another well, who is in charge??

Building a well is simple. Providing people with safe drinking water is complex.

———-

There is a round of applause and self-congratulations by the members of this farmer group – they have just completed training in Agriculture As a Business. Over the past 9 weeks, they have explored topics such as business planning, marketing, record-keeping and loan preparation. The AEA, Mustapha, has done a great job of facilitating their learning and has high hopes for the group. I am sitting beside him in my yellow rain pants, sticking out like a sore thumb in these village surroundings. Suddenly, a man turns to me and says something quickly in Dagbani. I turn to Mustapha for him to interpret: “They want to know if now that they have completed the program you will provide some financial assistance.” My heart sinks. I respond forcefully “No!” and the man looks down. “If you are still asking me for financial assistance, then you haven’t understood the program at all. This program is all about doing more with what you already have. The question shouldn’t be ‘what will you do for us?’, but ‘what can we do for ourselves?’” Mustapha translates, then another man speaks up: “he says they have already started doing more research to figure out the best time to sell their vegetables at the market, and they are already benefiting from the results.”

An AAB meeting

———-

I work for Engineers Without Borders in Ghana. I don’t build wells, or roads, or bridges. I believe the Ghanaian government should be doing that. In fact, I don’t do anything for farmers that couldn’t be (or isn’t being) done by a Ghanaian. I don’t give loans, or laptops, or even snacks. Instead, I build knowledge, skills and motivation in these Ghanaian government employees that are in it for the long haul. And as their capacity to help farmers grows, so too do the farmers’ incomes, leading to more opportunities for farmers and their children. And that’s what development is all about.


Culture Shock

I met John while at a meeting in the garden of a local guesthouse. “Hey, Wayne, how is it?” he greeted us. “Hey, John, long time! How is Accra?” replied Wayne. Wayne, our team leader, introduced John as an employee in the M&E department for MoFA in Accra. He sat down to join us and his animated personality soon made us forget our meeting.

John had come to “the north” on a data collection assignment for MoFA National. Apparently all districts had been asked to submit some data on the farmers in their area, but hadn’t been doing so. John came to find out why, and to assist the districts in submitting the data.

He is young, maybe 30 years old, born and bred in Accra. This was only his second time traveling north of Kumasi. Last time he got very sick on his second day, so this time he had packed his white pick-up full of bottled water and food from Accra. “But John, they sell bottled water in Tamale.” “Yes, but it’s not the same quality as what we have in Accra. You never know what you’re getting.”

As his driver chauffeured him north, out of the lush green forests of the south and into the savannah of the north, he marveled at what he saw. “People actually live in mud huts here! Some don’t even have electricity! Me, I can’t imagine living without a microwave.”

He stopped the driver a few times in villages to talk to people as they passed, but they couldn’t understand each other. “You mean there are people in Ghana who don’t speak Twi??” Twi is one of Ghana’s major languages, spoken by many people as a common language even if their local language is different. But is mostly found in the south.

Through an interpreter, he had a conversation with an old woman in a village. “I asked her how old she was, and you know what she said? Ten! I mean, I didn’t expect her to know her exact age, but ten? She doesn’t even understand the concept of numbers!” The fact that someone in Ghana can live her whole life with no formal education is unfathomable to John.

“How can you live here? I don’t know how you EWB people do it.” “But John, this is your own country. You don’t think you could live here, in the north of Ghana?” “No no, I wouldn’t be able to do it. I could go to your country, Canada, and live in the north there. It would be an adventure! For you people, living in Ghana is an adventure. But I couldn’t do it, I couldn’t live here.”


Perceptions of Poverty

An EWB colleague in Malawi, Duncan McNicholl, has recently received a lot of attention for a project he started called Perspectives of Poverty. The project aims to show another side of Africa, the one not commonly shown in news reports and NGO publications.

Africa is often portrayed in the West with photos of fly-covered children in torn clothing. Duncan’s reaction: “How had these photos failed so spectacularly to capture the intelligence, the laughter, the resilience, and the capabilities of so many incredible people? … I thought that these images were robbing people of their dignity, and I felt that the rest of the story should be told as well.”

Duncan told me about his idea while we in Toronto together for our pre-departure training with EWB. He wanted to show the same “poor” person in two photos: one looking typically poor, with dirty clothes and a sad expression, and one looking fabulous, all smiles and Sunday best!

It sounded awesome – I wanted to try it too! But when I got to Ghana I had trouble thinking about how I would communicate this idea to the people around me. Had they seen these photos of “typical” Africa in the West? What would they think of me asking them to “look poor” so I could take their picture?

Finally, a couple of weeks ago, Duncan put up his first stab at the project with photos of 2 friends. It looked great, and finally gave me the resolve to try it on my own. So after carefully explaining the project (and possibly being understood), here are some of my own contributions to the Perceptions of Poverty project!

You can read more about Duncan’s project on his blog, on the popular Aid Watch blog, on the blog Poverty to Power by Duncan Green (Oxfam UK), or in an online New York Post article. Congrats on all the press, Duncan!


I’d like to open a savings account, please.

Crack – crack – crack

Cracking groundnuts

My fingers are tingling and my thumbs are covered in small punctures. I pick up another groundnut (peanut) from my lap, crack open the shell and drop the nuts into a bucket beside me. I drop the shells on the ground, then scoop another handful of groundnuts from the huge bowl in front of me and start again. Around me, under the shade of a huge mango tree, the men and women talk and laugh while they do this work. They have been at this all day, shelling bowl after bowl of groundnuts. In fact, they have been at it all week, processing the groundnuts and selling them at the market.

But why do this work now? These groundnuts were harvested last October and stored in big sacks for the last 6 months. Why weren’t they cracked and sold after harvest, instead of waiting until now? I posed this question to Salifo, my host in the village of Zuo. He responded that he needed the money from the groundnuts to buy inputs for his farm this year, such as seeds, fertilizer and rent for a tractor to plough the land. He said that he knew if he sold them last year, he would have spent the money by this time and he wouldn’t have any money to buy those inputs. So instead, he saved the groundnuts.

This is an important form of savings for Ghanaian farmers. Since Salifo doesn’t have his own savings account at a bank – most people don’t – he has no way to protect his money when he earns some. And in Ghana, when you have any amount of cash, friends and relatives start dropping by to borrow it until, little by little, it’s all gone. Storing crops, or any other liquid asset, is a better way to save that money until you want to spend it.

Salifo and his savings

The other added bonus to selling groundnuts now is the increase in price. After harvest, when the market is flooded with fresh goods, the prices are at their lowest. At that time, a bowl of groundnuts will earn you 1.5 GhC (about $1.20 CAD). But now, at the beginning of the farming season, the market has cooled down and the price has risen to 2.5 GhC ($2.00 CAD). This is another reason to store your crops and sell at a later date. But while this seems like a good strategy, often the more urgent need for cash is what will determine whether a farmer saves or sells his crops.

Of course, not everyone has the option of saving. Often families reach the end of the farming season with nothing left in their stores to eat (and sometimes they run out even earlier). The market is not flooded with crops after harvest because people are stupid and they don’t want to earn the higher price by selling later. It floods because people are desperate for money to buy food and feed their families. This is what it is like to live hand-to-mouth in a country like Ghana. Only those who start with something – a good business plan, proper farming inputs, or a bit of luck – can afford the luxury of waiting to sell their goods after harvest.

My work here is about increasing the number of people who wait to sell their groundnuts. It’s about changing the decision from one of necessity to one of strategic business planning. Overall, it’s about reducing the number of people who don’t even have a choice.


Why aren’t you staying in Tamale?

“But why aren’t you staying in town??” This is almost always the second question, following my answer to the first question, “Where are you staying?”.

New electricity lines in Zuo

I have decided to live in a village called Zuo, about 10 minutes moto-ride outside of the city limits of Tamale. It’s a small village of about 400 people located on the Yendi road heading east out of Tamale. There are Primary and Junior Secondary schools, a mosque, a health clinic, a nutrition centre and about 30 household compounds. Most of the houses are simple mud-brick affairs with thatched roofs, though some of the more affluent families have cement buildings with tin roofs as part of their compounds. The village just got electricity a few months ago and lightbulb sellers in the area must have made a killing! Each room is now furnished with a bulb, plus one for each compound courtyard where the women do the cooking and families gather in the evening. The electricity also powers a grinding mill which seems to run at all hours of the day – it’s a very popular place!

Borehole pump

Back on the water theme, the village is equipped with a borehole, but most people still fetch their water from a pond a 10-minute walk away. Apparently they don’t like the taste of the borehole water and the soap “doesn’t lather properly” when washing with this water. They use the borehole water occasionally for cooking and cleaning, but use the pond water for drinking and bathing. This baffles me, since the borehole water is clear and clean-looking, whereas the pond water is cloudy and full of algae. Seems like a no-brainer!

My bedroom

My room is located in the health clinic. This large building was built very recently and has 3 bedrooms, 3 bathrooms and a kitchen to house the community health nurses who are supposed to be living here. It also has a storage room, a treatment room and a waiting area. There are supposed to be three health workers living here, but one stays in Tamale because she doesn’t like the water and the other two, who are part of Ghana’s Youth Employment Program, haven’t been paid in 6 months so they come and go as they please. I spent my first couple days with one of these girls, named Nimatu, and we became good friends. I enjoy her company when she’s here, which is about half the time. The clinic is designed to be a drop-in centre for the surrounding communities for first aid treatment, malaria testing and access to drugs. However, when there’s no one here, people are just out of luck! It’s a shame that this nice new building is not serving its intended purpose as an easily-accessible clinic for people in the area. However, as I discussed in my previous post, the issues are much larger than just this one clinic.

Fuseini family compound

Though I stay in a room in the health clinic, I am hosted in the village by a man named Fuseini Salifo who stays in a compound with his family just across the road. Salifo’s household also contains his two brothers, Zachariah and Adam, each of their wives, Azara, Fatima and Mariama, and a host of children, including Salifo’s own Wikaya and baby Hussain. It’s a lively household, with children and goats running all over the place. I come in the morning to take tea and a maize porridge called “koko” for breakfast, then head to work. At the end of the day, I return and greet everyone in the compound and take my supper with them. People are always coming in and out to say hello and catch up, so I’ve met most of the village this way.

My host, Salifo

Salifo, like most of the people in this village, is a farmer. Right now it’s the dry season, so he is resting and taking part in the many construction activities that happen at this time of year. When the rains come, he will go to his fields and begin to farm. With his brothers, he farms maize, yams, rice, soya beans and many other small crops. They also raise livestock, including sheep, fowl and even a herd of cattle. They are assisted by their local MoFA Agricultural Extension Agent, a man named Tahiru who I work closely with. He brings them new technical information, helps them access loans and farming equipment and answers their questions.

When I describe my home to my colleagues, I always get the question above: why am I not living in Tamale? To most educated Ghanaians, it’s completely backwards to reject the modern city lifestyle and choose to live in a village. But by living in this village, I come one step closer to understanding the lives of those I’m trying to reach through my work. I can see firsthand the challenges and opportunities for rural Ghanaian farmers and connect with them on a personal level. Unfortunately, this perspective is easily lost when working in the development industry, with its focus on budgets and timelines and impact. By coming home to this reality every night, I will make sure my experiences will directly inform my work with MoFA and with EWB and keep me focused on what’s really important: getting people out of poverty.

Hussain

Wikaya


Water Complex

My flip flops slap against the ground as I call out “Desiba” (“Good morning”) to the women walking past on the narrow dirt path. Ahead of me, Rashida balances two giant metal containers on her head, while Zewera follows behind. We come over a small ridge and I find myself looking at a large pond. Rashida and Zewera continue down the slope to the water, where they hike up their skirts and wade in. They fill the two buckets with the milky-looking water and help each other hoist the containers back up onto their heads. They are strong – those buckets must weigh at least 100 lbs. As we walk the 8 minutes back to the compound, other women call out, laughing and asking me where my water is. I tried carrying a small bucket yesterday, but my head-balancing skills are definitely not up to par. Today I’ve elected to bring my camera instead (it’s one or the other – I spill too much water when I’m carrying it on my head to bring a camera!).

We arrive back at the compound and Rashida and Zewera skillfully pour the water from the tops of their heads into the giant clay pots that are fixed to the ground. Inside, the new water mixes with the old, left over from last night’s trip to the pond. Rashida takes an old tomato can from beside the pots, scoops up some water and takes a long drink. She refills it, then takes it over to where her 7-month-old daughter Failatu is sitting on a reed mat and holds the can for her to drink. Zewera does the same for her 2-year-old son, Mohammed Awa. Then the two women pick up their containers and head back to the pond for another load.

This scene, from the village of Gbabshie, is unfortunately common in northern Ghana. These two women will make the trip to the pond 4-5 times per day to supply this 11-person household with water. Luckily for them, it’s not a long walk – some women walk over 2 km to access water in the dry season. They will use this water for all of their household needs: cooking, bathing, drinking and washing. They know the water is not good, but they have no other choice. Mr. Iddirisu, the sole member of the household who can speak any English, says “we see the goats defecating near the water and we know it’s not safe. We need a borehole but no NGO has yet come.”

Iddirisu’s statement is indicative of the development culture in Ghana. Though they may try, the government of Ghana has not been successful at meeting the needs of its population. This is both an issue of resources and of capacity (more on that in later posts). As a result, the doors have been thrown open to NGOs, foreign development agencies and multilateral institutions to fill the gap. Ghana in particular has become a “development darling” thanks to its relative stability and support for foreign projects. Now there are literally thousands of projects operating here on all scales, from small local NGOs doing agroforestry projects, to multinational UN-funded campaigns to eradicate guinea worm. In many cases, NGOs are playing a role that would traditionally be filled by the government – hardly a sustainable model.

Let’s get back to the water problem in Gbabshie: the community needs a safe water source. It would be easy to come into the community, see the women and children drinking from this filthy pond, make a quick video appealing for donations from friends in Canada, and pay a local NGO to install a borehole. Bam! problem solved. But is it really solved? Let’s take a closer look.

Have you ever been given something for free? Maybe it was a bicycle, a phone, a book, just something that someone else didn’t want anymore. How much value did you place on this discarded item from your friend? Probably not much – it wasn’t worth much to him/her, so why should it be worth so much to you?

What about this: have you ever shared a resource with a large group of people? Maybe it was a common kitchen in your house, or supply of toilet paper in an outhouse at camp. What was the state of this shared resource after some time passed? Did you have to put some structure in place to manage the resource well? What incentives did you have to care for the resource, and how did you react to other people using it in different ways?

These two issues both come into play when discussing a village borehole: you’re giving something away for free to a group of people. Of course they will appreciate it – clean water! But how will they treat the borehole? Who will take care of it? Who will be responsible for paying for repairs? Who has priority over the water? It is common to come back to one of these villages a year later and still see women walking to the pond to get water. The borehole has broken down, and no one is responsible for paying for repairs, so they haven’t been done. Besides, why pay for repairs when any day an NGO might come along and repair it for free?

In the middle of the village of Gbabshie lies a testament to these issues. The women’s group here received a grinding mill several years ago. Now it lies in disrepair, covered in cobwebs. No one is willing to pay to have it fixed, so all the money the NGO put into buying and installing the machine in the first place has gone to waste.

These issues of sustainability are always prevalent in development projects. It is easy to fill an immediate need; it is much more difficult to change the institutional environment around that resource so that the change will be sustained. For a borehole, several conditions need to be in place. Someone needs to be responsible for managing that borehole, whether it is one person or a committee of people. Users need to contribute money for maintenance and repairs. For this to happen, people need to see value in having a working borehole, which means they need to be educated on water and health issues. When the borehole breaks down, skilled technicians need to be accessible to the community at an affordable price. Replacement parts must be locally available in a timely manner. People must know their rights and how to address the authorities if they are being taken advantage of. And NGOs must not continue to offer new things for free which undermine the existing system.

This example demonstrates the complexity of poverty and development. There are simple solutions, but there are no simple problems, so the simple solutions will inevitably fail. To address the complex problem of poverty, we need complex solutions that change the operating environment of development in Ghana. Institutional changes take time to produce, but the effect is long-lasting and the impact is much greater.


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