Hi blog readers,
I recently wrote an update for our alumni about our latest work on the AgEx team, and I’d like to share it with you too! You can find it here. (After an hour fighting with WordPress about embedded MailChimp html, I am admitting defeat and providing the link – I hope you’ll check it out!)
Please enjoy, and get in touch if you have any questions, comments or you want to work for us!😉
Again, it’s been quite a while since I posted. Sorry about that! Life has been crazy busy lately, so I just wanted to post a short update about what life has been like lately.
August was an INSANELY busy month, with 6 summer students leaving (we miss you!), 5 new volunteers arriving, 2 weeks of meetings for EWB’s African Programs Leaders and… my 2-week Canadian vacation!
The 2 weeks of Team Leader meetings were held at the beautiful Lake Point Guesthouse on Lake Bosumtwe, near Kumasi, Ghana with ~10 super-inspiring leaders from EWB. The beautiful lakeside location provided an ideal place to step back from the day-to-day business of running an EWB team to think about our long-term strategy as an organization. Here are a few of the questions we discussed during the meetings:
- What are our theories of change within each team? How can we learn from each others’ experience?
- What are the investment criteria for EWB as an organization to invest in new or ongoing initiatives? What combination of results, potential and leadership needs to be in place?
- How can we invest more in EWB’s leadership pipeline, so great people continue to flow into our African Programs?
- How can we hire and use local staff effectively?
- What are various pathways to scale our change, either theoretical or from experience?
- What are the teams’ strategies for influencing the “big players” in their sectors?
- What is EWB’s overall vision? (We are currently undergoing a visioning process as an organization, pretty exciting to participate in!)
It was amazing to discuss these questions and to get/give feedback on our strategies. My brain was hurting! It was pretty intense – we even had a random woman buy us a round of drinks when she saw us working until 7pm on a Sunday, haha. Here are a few of my main take-aways from the meetings:
- Our team has come a long way! We were in a pretty rough spot last February, but we have really turned around and come back strong. I’m excited about the things we’re currently working on and can’t wait to see where another 6 months takes us!
- That said, I feel we have a long way to go in developing and articulating our strategy. These meetings were an AMAZING opportunity to push my strategic thinking and articulation further, so it’s something I’m passionate about pushing forward over the next 4 months. More to come on this blog!
- I think we need to invest a LOT more in understanding influence pathways for the agric sector (specifically public sector) in Accra. We’ve been trying to find out how to leverage our relationships, but there’s actually a lot of ground work that still needs to be done before we can do that.
- I’m also excited to build on more of the strong synergies between the 3 agric teams in Ghana – our public sector team, the Agric Value Chains team and Business Development Services. We’re all doing similar exciting things, and I hope we can find systematic ways of sharing and learning from each other.
- We really need to plan ahead, but it’s really HARD to plan ahead. Yeah, big learning, right? I’m being asked to project how many African Programs Staff we’re going to need in the next year, but it’s so hard to tell – will we still be searching? prototyping? scaling something up? doing a pilot in 2 districts, or 20 districts? At least I’m really happy to work for an organization that is so flexible and will allow us to adapt (to a certain degree) as things change. Pretty cool!
- EWB is exciting! We are developing a really inspiring model and I feel the African Programs vision is pretty inspiring as well. It makes me proud to work for such an organization and to be invested in the leadership of EWB
After the last day of meetings, I headed to Accra to fly to Canada. I arrived on a Saturday morning, was greeted by my lovely family, and whisked away to the cottage. It was spectacular!
After an exhausting month, 10 days at the cottage of eating, sleeping, drinking and dock-sitting was just what I needed. It was super-relaxing and we had beautiful weather (most of the time!).
After that, I returned home for a few days of errands, catching up with friends and visiting with my Gramma. It wasn’t long, and before I knew it (2 weeks to the day) I was back on a plane to Ghana! But I’ve arrived back feeling refreshed and rejuvenated, ready to dive into the “fall semester” – our busiest time of the year!
Of course this first week back in Ghana has been a bit nuts, trying to get caught up with everyone and everything. I’m working on the budget and “strategic plan” for our team for next year, which is difficult to say the least. But it’s been amazing to get home, unwind and unpack. Ben and I just moved to a new place right before I left for Kumasi. We’re still settling in, but so far it’s wonderful – both the house and the family we’re living beside. All in all, I’m getting ready for a great few months until Christmas!
It’s rainy season here in the north, and we were hit with a monster rainstorm yesterday afternoon. Don and I had a fun bike ride home from the office to discover that not only were all the dirt roads flooded, but the paved ones too! A few pics to tell the tale:
That’s all for now. Just a quick update! I hope I’ll be back to some more regular blogging soon – I’ve got a few in the pipeline that I’m looking forward to writing, so stick around!
Ben put up his second post in the Strategy Development series yesterday. It’s a long one, but very interesting if you like start-ups, frameworks, strategy, or just cool new ideas! I suggest you head over to The Borrowed Bicycle and take a gander. And once again, we’re looking for TONS of feedback on this stuff – does it jive? What do you like or dislike about it? What are we doing well, and what are we totally forgetting about? Please leave your comments over there, it will be an immense help to us!! Thanks!
Once again, the link is http://theborrowedbicycle.ca/2011/04/customer-development-and-our-strategy-process/. Enjoy!
I’m writing this post to introduce a new concept we want to try over here at EWB. I’ve been hanging out in the “international development/aid online community” for a while now and while it’s fun to chat, I’d actually like to put this community to work! (And yes, family, friends and colleagues, I want you to help me out too!) One of the favourite conversation topics is poorly designed development projects. While it’s fun to bash these projects, it’s harder to design good ones. I’d like to use this opportunity to seek out feedback on our team’s next move in public sector agricultural development.
This is an experiment! The plan is to outline our team’s strategy development process and the various investment opportunities we have, then seek external feedback on where we can invest and how we can play a bigger role in the agric sector. I have no idea if this experiment will work out, but I think it will be interesting to try! In order to work, it relies on a few success factors:
- lots of readers – so please share widely so we can ask for widespread feedback!
- feedback from within and outside the sector – if you know people in the agric development sector, send them this way. If you know smart people who would just be interested in providing feedback, please also send them this way!
- sustained readership – unfortunately there is a lot of info, so it’ll be going up in a series of posts – you gotta keep reading to get to the meat! We’ll see whether people can hang in this long.
- understandable posts – we’re looking for feedback on whether you have any idea what we’re talking about… so let us know!
As I wrote in a previous post, our team is currently undergoing a rigorous strategy development process. Thanks to Ben‘s personal interest in the tech start-up world, we’re trying something very new: applying start-up business principles to our strategy development. For a bit of background on why we’re applying these principles, see Ben’s earlier post, Tech start-ups and human development: different worlds?. Ben will introduce you to the tech-world language, but it basically advocates a Searcher rather than a Planner mentality – figuring out what people want before scaling it to a broad level.
Ben will be writing a series of blog posts in the next few weeks describing our process, model and some of the initiatives we’re looking to invest in. I’ll post links here on my blog, but please comment over on his blog – we’re hoping to get tons of feedback and discussions going!
So, without further ado, I will guide you to the first post over on Ben’s blog: Strategy Development in Small-meal-sized Chunks. Enjoy!
Here is a blog post I wrote last week for our team’s blog, Innovations With Farmers. Check it out regularly to see what we’re up to as a team!
“The Block Farming Program has very good objectives of ensuring food security and employment for youth. However, last year the project was beset by a number of challenges, including the late arrival of inputs such as seed, fertilizer and the like. The late application of these inputs by farmers resulted in substandard yields and low recovery rates of farm produce. This year, it is recommended that all inputs are made available before the commencement of the Block Farming Program with farmers.”
This clear, concise feedback to MoFA National project designers was presented by one of the District Directors from the Northern Region at the most recent session of EWB’s DDA Fellowship. The program, which has now had 2 full-day sessions, brings together 8 of the best MoFA District Directors (DDAs) to learn new management tools, develop leadership skills and share both challenges and successes in their districts. In this session, DDAs were asked to put together feedback on the Block Farming program following a particular framework:
2) State observations
3) State implications of these observations
4) Give recommendations
Districts have a unique on-the-ground experience that is vital to national project design. However, these experiences are rarely solicited, or only solicited as a token gesture without incorporating them into planning processes. In addition, there is no culture of upward feedback that would allow DDAs to voice their experiences even when they aren’t solicited. The culture in MoFA, like many Ghanaian institutions, sees instructions given from the top and implemented at the bottom, missing the critical feedback loop from bottom to top that is essential for success. This results in a significant disconnect between what is going on in the minds of the national project planners and what is really happening in the field. In addition, many of the large agricultural projects (such as the Block Farming Program) are highly political in nature, making it difficult for MoFA staff to speak out against them. One benefit to the DDA Fellowship, identified by the participants, is that they are able to provide feedback as a group rather than as individuals, thereby minimizing their personal risk.
The Block Farming Program is an excellent example of a project that could be greatly improved by incorporating district-level feedback. The project, which seeks to commercialize farming of staple crops while engaging youth in agricultural practices, was rolled out across Ghana in 2009. As mentioned by the DDA above, the project was beset by a number of challenges, including late provision of inputs, lack of mechanized farming equipment (these are commercial-size farms), inadequate funding for monitoring activities and poor storage facilities for harvested produce, among others. In addition, the program resulted in a loss of trust between MoFA and farmers due to the inadequate provision of these resources, which were promised to farmers at the beginning of the program. However, there is no mechanism for districts to share these challenges with the project coordinators at a national level. As a result, the Block Farming Program was lauded as a success for food security and will be scaled up in 2010. As another DDA put it, “the real problem with the expansion of the Block Farming Program is that we have not yet learned from last year’s mistakes!”
The feedback activity above was one of the highlights from the last DDA session. Participants put together clear and concise recommendations for changing the Block Farming Program that were relevant and well-presented. However, what happens when the participants leave the safety of the workshop? We have yet to hear of an example of a DDA providing upward feedback about the Block Farming Program or anything else. We feel that giving this type of feedback is a critical skill for DDAs – but will they use it? What else needs to change for DDAs to start giving this type of feedback to their superiors?
Perhaps the culture change is not yet complete. Simply giving upward feedback is not enough. For this strategy to be effective, two things need to still happen: 1) someone at the top needs to be listening, and 2) the feedback needs to be subsequently incorporated into planning processes so that improvements are made. In this way, the feedback loop will be completed and agricultural projects will be able to benefit from the experience of those on the ground.
Interestingly, this feedback loop could also be seen with DDAs at the top, as it is structured within the District MoFA Offices. In this case the DDA is in charge, followed by the District Agricultural Officers (DAOs), and finally by the Agricultural Extension Agents (AEAs), who are the ones actually working with farmers on a day-to-day basis. By the same token, DDAs should be soliciting feedback from their AEAs to contribute to District projects and office functioning. However, the hierarchical culture persists in many District offices. Perhaps the true test of EWB’s feedback workshop from the DDA Fellowship will be how many of the DDAs return to their districts and begin to solicit feedback from those working beneath them.
The challenges are significant, but the culture in MoFA is shifting, starting with these high-performing DDAs who are motivated to make change. We will be following up in the next few months to see how they have given feedback and whether they perceive any changes in the way this feedback is handled by MoFA. We will also continue to work on empowering these leaders to create their own successes in their districts. While a few have already demonstrated this ability, they are all growing in their roles as change agents every day. In addition, this program is not operating in isolation – EWB is tackling the issue from all sides. For example, we recently worked with MoFA National to help them integrate a mechanism for receiving feedback into their Electronic Reporting Template, which is filled out by districts every quarter and submitted to the national office. Hopefully this small change in reporting will give DDAs an avenue to provide feedback, and MoFA National will see the value of integrating this feedback into planning for the future.