Tis the season – the fundraising season, that is! And in this season, I like to share with you a little bit of what inspires me to be here after almost 3 years. Please read my campaign below, and feel free to go to the site and donate to my campaign. If you don’t have money to support me, I also accept encouraging comments, personal emails and care packages!
Thanks for all your love and support,
Those who know me will agree that one of my strongest values is fairness. My whole life, I haven’t been able to handle it when THINGS. JUST. AREN’T. FAIR. When people jump in line ahead of you. When one person gets a bigger “half” of a snack (good thing we employed the “you cut, I choose” rule in the Antcliffe household!). When men earn more money than women for the same work. When the country you’re born in determines most of how your future will play out.
I see a lot of unfairness in my work as the AgEx Team Leader in Ghana. After 2.5 years, I’ve even become desensitized to it a little bit. But then something happens, and that fairness value blows up inside of me – it’s just not fair! Like when I see how easy it is for me to get a visa to visit Ghana, and how difficult it is for a Ghanaian to visit Canada. Or when I see children show up to school but the teacher doesn’t, thereby depriving those students of their right to education. Or when the women at the office are expected to serve the workshop lunch to the men, but never the other way around.
Often I hear, “but Erin, life’s not fair“. No kidding. But does that mean we should accept inequalities and move on with our lives? I don’t think so!
My dream for 2036 is for fairness. I dream that every child in Ghana today, like Hakim, Maliki and Wekaya in the photo above, will have access to the same opportunities as their equals in Canada. I dream that hard work will determine one’s success more than the circumstances of one’s birth. I dream that getting ahead doesn’t mean pushing others down. I dream of a world that presents fair and equal opportunities to allow every member of the next generation to prosper.
I will spend every day of my life working for fairness. This is a value I will always hold, whether I’m working in Africa or Canada. Please join me in working toward my dream of fairness by making a contribution to my campaign.
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! 😉
It’s been several months since I’ve written here. There have been ups and downs and rough patches, but I haven’t felt compelled to share these with the wider world. Just suffice to say it’s been a bit crazy around here since November.
Loyal readers will remember that I was writing last year about my EWB team’s strategy development process. A lot has changed since I last wrote, but I’m not going to try to summarize all of it today – I’m sure it will keep changing at a rapid pace. Instead, I want to write about my personal reflections on this process.
I’ve been reflecting a lot on our strategy lately, and on my role in developing it. I’m now a Team Leader for the Agricultural Extension (AgEx) team in EWB. With this leadership role comes a lot of responsibility, and I’ve been learning a lot about what kind of responsibility I thrive with and where I think I fall short. For example, I love the administrative responsibilities of managing a team. I also love the opportunity to invest in the personal and professional growth of every member of my team. Those aspects of my job are thrilling! I am also thrilled by thinking about the “big picture” of the sector we’re working in and how we’re making change in that sector. But that is also where I struggle the most.
I was told when I took this role that one of my challenges would be developing a strong vision and leading people toward it. That prediction has proven to be very true. I am someone who has always excelled more at poking holes in ideas than in building them up myself. I always chalked it up to a lack of creativity, but there’s more to it than that. My naturally critical mind can think of a million different ways for a project to fail. That makes it pretty damn hard to design a solution that I truly believe in, and even harder to sell it to a whole team of people who are here to commit years of their lives to realizing that vision.
Our team has landed on a ~20-year vision of an agricultural extension sector that is innovative, coordinated and customer-service oriented. We’ve imagined a competitive market where extension service providers come from the public, private and civil society sectors to meet the needs of different segments of customers (farmers) to promote socially and environmentally sustainable agriculture. We see quality being added to these extension services at many points, from training and education, to a strong management structure, to well-developed field tools and approaches, to a strong enabling policy environment. And this vision has me PUMPED UP!!
But how do we get there? That’s where it gets a bit more messy. To dig into that question, our team has been designing a Theory of Change (see some great posts on Theory of Change by Duncan Green from Oxfam). We started by identifying 8 key changes that need to happen in order for our vision to be realized, then worked backward to understand the steps needed to realize these changes. We are still working on that part, but the hope is that the Theory of Change will define where our team needs to work in order to realize our vision in 20 years.
So we have a strong vision, we have a Theory of Change, now we need to get started. And this is where I get stuck. How do we, the five members of EWB’s AgEx team, create the change we want to see in the extension sector? There are seeeeeerious challenges ahead. Most of the major changes in the agric sector are created by those with money, power, political influence, or (more often) a mix of all three. We have none of those things. So how do we change the system?
We need to build a solution. Not just a theory, not just our assumptions and hypotheses, but an actual work-plan for how to move forward. Where should I post the new staff I’ll be getting in June and September? Who can they work with? Will their placements be based on learning, or experimenting, or scaling, or influencing? What about the staff on the ground right now? Who are the most influential partners we should be working with? How do we get others to start thinking about extension in the same way we’re thinking about it? Questions swirling in my mind… and very few answers.
Now, back to my struggles as a (non-)visionary leader. What does this mean for my ability to lead my team toward our exciting-yet-difficult-to-attain future? (Stick with me, I’ll land soon.)
I remember someone asking me a few years ago about my Principle of Leadership. At the time, I stammered and mumbled and generally had no idea. But the question has stuck with me and now I know my answer: my strength as a leader is defined by my ability to leverage the strengths of my team. This is really the principle I rely on in all situations. I have some strengths, but I also have lots of weaknesses, and it is only be relying on my team that I am able to bring the best out of us as a whole.
I look to Robin for bringing unbridled passion for the public sector and making sure we always connect our work to poor farmers. I rely on Miriam to bring insights and approaches from her background in development studies. I lean on Siera for a connection to current field realities from being embedded with extension staff and farmers. I depend on Don for his selfless work ethic and insane networking skills to find new partners for our team.
I am grateful for all of these people, and all those I have worked with in the past in EWB. There is so much talent around me, it’s overwhelming! I feel privileged to be in a position to harness all this potential and move us toward an impactful change in the agricultural extension sector. I may not be leading the way with my vision, but I have no doubt that we’ll get there. How could I, when I have an amazing team-ful of talents at my fingertips?
Challenging Perspectives is EWB Canada’s annual holiday campaign to combine fundraising and outreach. You can also read my Perspective below here and make a donation. Click here to browse some of the other perspectives.
When I first came to Ghana in March 2010, I lived with a host family in a village called Zuo. The head of the family is a farmer named Salifo. He is more educated than most of his neighbours. He can read and write in English and do simple math. He is a teacher at the local kindergarten, a community health volunteer, and helps run the local shea butter soap production group.
But when it comes to farming, Salifo doesn’t do well. One day last summer, I sat down with him to analyze his farm from the previous year. He’d grown 3 main crops: maize, rice and groundnuts. I asked him how much money he’d spent on growing these crops. From his memory, he listed out precise figures of his investments in seed, fertilizer, tractor services and labour. I wrote each number down under the corresponding crop. Next, I asked him how many bags he’d harvested from each crop, and the price he’d sold them for. Again, he listed the numbers from memory, and I wrote them all down. Finally, we arrived at the crucial step, the one he’d been avoiding: calculating his profit.
In total, Salifo had lost 501GhC (about $375) on his farm that season. And that doesn’t include his own time and labour.
Why did Salifo lose so much money? There are three contributing problems:
- His farming skills and knowledge are poor. Salifo may be an educated man, but he doesn’t know how to get the most out of his farm. He needs to learn about the basic techniques that will improve his productivity: use improved seed, plant in rows, apply the right fertilizer at the right time, and respond quickly and appropriately to pests and disease.
- He doesn’t have a business mindset. Salifo is so many things, as I mentioned: a teacher, a community health worker, a volunteer, and a farmer. But he is not a business man, at least when it comes to his farm. He needs to learn some basic business skills: record-keeping, marketing, profit calculations and decision-making.
- He can’t control nature. Alright, this one isn’t his fault. He lives in an area with poor soil fertility and unreliable rains. But this means his risk management skills need to be even better – he cannot rely on his rain-fed farm to sustain his family.
This is a tragedy. Thousands, if not millions of farmers in Ghana are suffering from these same skill deficiencies. But there is a solution: effective agricultural extension services.
In order to profit from their farms, farmers need at least 2 things: 1) information on how to farm, and 2) business skills. Agricultural extension provides both of these things. (They also need input and output markets; see EWB’s Agricultural Markets team’s work for more!)
Traditionally, the government has hired Agricultural Extension Agents (AEAs) who go out to the villages to teach farmers about new technologies and practices. However, with new Information Communication Technologies (ICT) such as video and mobile phones, there is room for innovative new solutions to increase the reach and impact of extension services to farmers.
Ultimately, effective extension services come down to farmer behaviour change. This is an area where EWB has both experience and expertise. Drawing on our history of success with the Agriculture As a Business tool, we are developing new tools and approaches to improve technology adoption and behaviour change in farmers using innovative new technologies. Check out some examples here and here.
I know many of you have supported my work in the past. I sincerely thank you for that – your donation has made a difference! I have personally stepped up my commitment to the cause this year by becoming the Manager of EWB’s Public Sector Agriculture team in Ghana. I am asking you to also step up your commitment by contributing this year to my fundraising campaign!
Your donation to EWB will allow us to keep exploring and developing these tools to help farmers like Salifo to make a profitable living from their farms. I personally believe that we are making an impact through our work, from the farm right up to the policy-makers. But we need your donation to keep it up! Whether $5, $50 or $500, your donation will make a difference.
To make a donation, please visit my Perspectives page here.
Thank you all for your support – past, present and future!
This is the story of two projects, one MoFA office and a case of bad coordination.
In early 2010, a prominent project came to my office, the Tamale Metropolitan office of the Ministry of Food and Agriculture. One of the project’s aims was to provide training and inputs to farmers in a bid to increase production (this is a VERY common project design in northern Ghana). They wanted to enlist the help of our Agricultural Extension Agents (AEAs) to carry out the implementation, in exchange for a small sum (also very common). The first step was to form groups of 50 farmers, each with one acre of land to contribute toward the project.
But it was not enough to just identify the farmers and their land. Like every project, this one was required to communicate their progress back to their funders in the West. As part of their monitoring, they had to send back a GPS map showing the location of every piece of land that was part of the project. That is 50 one-acre farms per farmer group, with anywhere from 1-3 groups per AEA, for 20 AEAs. That’s about 2000 individual one-acre farms, all shown on a GPS map.
And who do you think had to do that mapping, to go out into the field and walk around the perimeter of each farm with a GPS unit in hand? That’s right, the MoFA AEAs.
With only two GPS units in the office, this mapping procedure dragged on for months. Some AEAs only took half the data, while some managed to avoid doing it altogether. But eventually, the project kicked some butt and all the AEAs finished the mapping. Hours and hours of fieldwork, all to send a progress report to a donor in the West who probably won’t even look at the map.
Later in 2010, another project came to visit my MoFA office. This project was focused more on market linkages than training farmers. They were aiming to develop a database containing information for marketers – farmers’ names, contact info, location, main commodities, volumes, etc. They were looking for some sample data to populate their database and they had selected the 50-person farmer groups set up by the first project to use as the sample data.
One of the pieces of data required for the database was the GPS coordinates of the farms. The project brought one GPS unit and asked the AEAs to go around to each farm and mark it on the GPS. Of course they would provide a small sum for this work to be done.
No one protested. They took the money and did the EXACT SAME WORK ALL OVER AGAIN.
During the time taken to collect GPS data, whether for donors or marketers, the AEAs were not fulfilling their core role as extension agents. Their time was taken up by projects, away from solving farmers’ problems, away from responding to farmers’ needs and away from delivering agricultural information. The AEAs were used as information-gathering tools, rather than a means to actually reach out to farmers. And this was not just one day – this was weeks and weeks of work. You can imagine my frustration at finding out that this was done not once, but twice in the same year.
The development industry is a funny thing. Here in Tamale, several NGOs exist solely for the purpose of bidding on and implementing donor projects. They don’t have one specific mission, they don’t do their own project design, and they aren’t particularly discerning in the types of projects they bid on. They’re in it for the money.
So what’s the kicker in this story? These two projects were implemented by the EXACT SAME NGO. The project staff sat next to each other in the same office, but never talked enough to know that they were collecting the same GPS data.
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!
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?