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?
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?
I posted this on Twitter, but wanted to quickly put it up here on my blog. Some short reflections in the middle of an extremely busy week. (By the way, you can follow me on Twitter @erinantcliffe if you so desire.)
One year ago today I arrived in Ghana to start my 1 year EWB placement.
Here’s what I’ve learned in the past year:
- One year is long enough for personal impact, but not long enough for systemic change (though you can contribute to long-term change).
- I’ve learned a lot in the past year about Ghana, agriculture and the government, but I’ve learned even more about myself. (Duh!)
- There are a lot of frustrating problems in this sector & lots of barriers to change, but also a LOT of people trying to make change!
- This is exciting, inspiring, challenging and growth-inducing work. I said it before, & I’ll say it again… I love working for EWB!!
Now my 1-year EWB placement has become 3 years, and I’m moving from contributing on the ground to a higher-level management position. The work is changing, I’m changing, but my passion stays the same. Here’s to learning as much in the next 2 years as I did in the first, and to making even more change!
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!
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…
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.
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.
Alright, enough of this fluffy stuff. It’s time to get down to business. I want to finally answer the question you’ve all been asking: What are you actually DOING over there??
I’m going to answer this question in a series of posts over the next few weeks. I’ll start out with the basics, then dive deeper into the “what”s and “why”s behind what I’m doing here. After all, that is the name of the blog!
So let’s start at the beginning. What does it mean to work for EWB in Africa?
My work is divided into 4 main areas: Partner, EWB team, Canada connections and Personal (in no particular order – no, health does not come last in the priority list!). Let me tell you a bit more about what I’m trying to achieve in each of these areas.
Work with my Partner
Our team is partnered with MoFA, the Ghanaian Ministry of Food and Agriculture. The purpose of this ministry is to increase food security by providing extension services to farmers, including technical knowledge, business advice and skills training. Ghana is divided into 10 regions, each with a regional-level MoFA office, then each region is divided into several districts (the number depends on the size and population of the region), each of which has a district-level MoFA office. EWB is working with MoFA at all of these levels – National, Regional and District. I am working at the Tamale District office and also occasionally at the Northern Regional office (which is also in Tamale).
We work with MoFA because MoFA works with farmers, which is the majority of the poor rural population in Ghana. These are our “target beneficiaries”, if you want to use the development lingo. Working with MoFA allows EWB to reach a wide number of farmers thanks to MoFA’s well-established extension network. However, MoFA is also constrained by a lot of issues common in developing countries. Some of these issues are beyond their control, such as donor constraints and lack of funding. But there are other issues that can be addressed, like motivation, management skills and staff capacity to do the work.
Our goal is not to add additional programs to MoFA’s plate (which is what most NGOs/donors do – design their own programs and use MoFA as an “implementing agency”, taking them away from the work they’re supposed to be doing). Instead, we are working to strengthen the core MoFA extension work – helping farmers to improve their farms and put more money in their pockets. This means embedding ourselves in MoFA’s offices and working alongside the staff to address everyday issues, as well as encouraging them to have a long-term vision for the work they’re doing.
Work with the Agric Ghana EWB team
The Agric Ghana team is currently made up of 6 African Programs Staff (APS) and 3 Professional Fellows (ProFs) from EWB’s Professional Chapters in Canada. We work closely together, communicating often even though we are spread out across 2 regions in northern Ghana. Once a month we come together to work as a team for a weekend. During these meetings we work on team strategy including planning, evaluating and changing our programs, work to share what we know with others, do some professional development and have a whole lotta fun! These meetings are great for keeping us on the same page as a team and enhancing the work each of us is doing. We also give and receive coaching with other members of the team to help each other set goals and grow. It’s a great environment to work in – I love this team!
Believe it or not, I actually consider it work to keep in touch with Canada! I do this because otherwise I would never prioritize time to write in my blog, or take photos to send to the National Office in Toronto. But I think one of the most important things we can do as APS is to let other people know what we’re doing. All of you reading this in Canada have an enormous amount of information at your fingertips, and a huge potential to use this information for outreach to the Canadian public and advocacy to the Canadian government. So let me help you by telling you what I know!
I am also partnered with two of EWB’s student chapters in Canada, the University of Western Ontario and the University of Waterloo (go W’s!). My job is to keep them informed about what’s going on with the Agric Ghana team and give them resources to help with their programs, from fundraising to member learning to outreach. And of course, we want to develop some awesome personal connections between EWB’s African programs and Chapters. Can’t wait to work more with these amazing guys and gals!
Finally, I have some personal goals for my time in Ghana. These include things like health and fitness, happiness and motivation, keeping in touch with my friends and family at home and making time for personal and professional development. For example, I’m really good at building trust with people, but I need to work on how I use that trust in group situations. I’m also working to become a better manager. And of course, I’m trying to eat my 5-10 servings of veggies every day! (Though it’s virtually impossible here… man, I never thought I would miss salad!)
I hope that gives you a good overview of what it’s like to work for the Agric Ghana team. In the next post, I’ll tell you more about what I’m actually doing with MoFA. Until then, please send your comments and questions my way and I’ll do my best to address them in the coming posts. Thanks for reading!
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.