“What does poverty reduction look like? How should it be done? What’s an engineer’s role? You likely have a perspective. So do the people creating pages on this site. They want to challenge your perspective by sharing theirs. They believe in EWB’s systemic approach to addressing the root causes of poverty. Intrigued? Read their perspectives. And if you suddenly see things a little differently, make a donation to EWB.”
This year, EWB is trying a new type of holiday campaign. Instead of focusing solely on donations, they’re challenging peoples’ perspectives. Each EWB member is encouraged to write their perspective and post it online to get people thinking critically about development. If you agree with the perspectives, you are encouraged to donate to EWB.
I’ve written my own perspective and posted it here. I’m also posting it below. Please read it with a critical eye and think about your own opinion. If you agree with me and want to support my work, please visit the donation page here. Even if you can’t donate, please leave a comment and share your own perspective!
Thanks for reading!
It’s 6am in Tamale, Ghana. I’m sitting at the picnic table in my living room, typing on my laptop while the morning prayers from the adjacent mosque blare through my windows. The sounds of roosters and the smells of morning cooking also waft in. It’s familiar and comfortable. It’s part of life in Ghana, a country built on agriculture.
Engineers Without Borders Canada has been working in Ghana for over 5 years with the Ministry of Food and Agriculture. We believe that the 80% of Ghanaians who are rural farmers can move from subsistence to prosperity.
But the Ministry of Food and Agriculture is a difficult place to work. Funds are insufficient and usually released late, staff is unmotivated, and ownership over problems and successes is low. There is a strong desire to help farmers, but few resources to do so.
Over the past year I’ve had the privilege of leading the DDA Fellowship, a program for District Directors in the Ministry. These Directors lead their field staff to deliver extension services to farmers such as technical support, market information and business training.
The Fellowship brought together eight strong Directors to create an environment of sharing and collective problem-solving, as well as offering management and leadership training. The goal of the Fellowship was to create a strong network of district “Change Champions” that will start taking control of the problems they face in their districts and improving the services offered to farmers.
Last year I participated in EWB’s World of Opportunity campaign. Thanks to so many generous donors, I raised over $6000. This amount is huge for a single fundraiser, but looks small in contrast to EWB’s overall budget. However, this amount allowed us to run important programs like the DDA Fellowship, for which the entire budget was about $3500.
My perspective: your donation makes a real difference.
Dickson Ankuga is the Director for Bunkpurugu-Yunyoo district, a remote district in the Northern Region of Ghana. Dickson is one of the DDAs who took part in EWB’s DDA Fellowship. Over the past 6 months, Dickson has taken control of one of the biggest problems in his district: fertilizer availability. The idea was born during a DDA Fellowship session on learning from data. Using data collection and analysis, Dickson is tracking the supply and demand of fertilizer and noting when shortages occur. With this information in hand, he will be able to get ahead of next year’s shortages by ensuring stock is in place before the demand skyrockets. This will mean that farmers can buy fertilizer when they need it, bumping up their yields and greatly improving district food production.
I’ve been working with EWB in Ghana for 9 months now. Over that time, I’ve seen incredible growth in our team’s strategy, as well as strong results. We’ve worked with Agricultural Colleges to build entrepreneurship into the curriculum. Our short-term volunteers spread out across northern Ghana this summer to implement Agriculture As a Business training for rural farmers. And through it all, we’ve learned from our successes and failures about what works and what doesn’t so that we can continue to improve. None of this would be possible without your support.
I’m here because I believe change is possible. I believe this work matters and I believe that EWB is making a difference. The world of international development is messy, but we are delivering innovative solutions to complex problems and changing the way people think about development. That is why I’ve committed to working for an additional 2 years with EWB in Ghana.
But I need your help. Building strong district leaders is just one example of how EWB uses your donations. In this year’s Challenging Perspectives campaign, all of the funds raised will be channeled to our work in Africa.
So if you believe in supporting organizations that use money wisely, learn from experience, have the ability to work with both farmers and funders, and invest in African leadership, please consider making a donation to EWB. From my perspective here in Ghana, I see the impact of your donations every day.
Click here to donate to EWB’s work in Africa.
Thank you all for your support – past, present and future!
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:
- Group Strengths to build a vision for the group;
- Group Meetings for the group to hold regular meetings to discuss and solve issues;
- Group Finances so the group is regularly contributing dues and their group savings;
- Group Project so the group designs an agriculture project they will do together;
- Group Marketing so the group accesses markets together (e.g. buy or sell together);
- Market Planning for the group to analyze and decide on a profitable market;
- Business Plan for the group to plan the expenses and expected income of their project;
- Record-keeping so the group is recoding actual expenses and income to later analyze profit;
- Loan Preparedness to ensure the group can manage credit successfully to repay;
- Business Evaluation to calculate profit from the group project, and decide how to increase profit next year.
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.
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.
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.
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!
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 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??