This is a post for Blog Action Day (#bad11), a movement that aims to start a global discussion through thousands of blogs posted in one day on the same topic. This year, the topic is one dear to my heart: Food.I have been thinking about food a lot for the past 1.5 years through my work in agriculture with EWB. We are working closely with the Ghanaian Ministry of Food and Agriculture to reach out to farmers, but what are we working toward? This question has nagged me more and more as time goes on, to the point that I ran a learning session at our last EWB retreat with the same name as the title of this post – Sustainable Food Security: Agricultural Models for the 21st Century.I’ve been reading a lot on this topic in the past 8 months. I’m not sure if there’s a trend toward addressing this issue lately, or if I’m just noticing the articles because I’m finally looking for them, but there is a LOT of writing out there! I’ve summarized a few of my favourite articles in the “Further Reading” section at the end of this post.
First, let’s get to the heart of the issue: it’s a matter of food production vs. environmental sustainability. Traditional industrial agriculture has achieved record production through intensive farming practices, mechanized farming and petro-chemical inputs applied with machine-like precision. This has come at the expense of the environment, with corporate farms using up precious fossil fuels and destroying ecosystems in the quest for more food. However, viewing these as two opposing goals is a false dichotomy; if we want to achieve food security far into the future, we must find a way to fulfill both of these goals AT THE SAME TIME! My research into this topic has tried to answer this question: what model of agriculture will allow us to achieve sustainable global food security?
Development workers have a unique perspective on the problem of global food security because we must take into account an additional question, “what is good for poor farmers?” In this case, it’s not just about achieving adequate food production, or nutrition levels, or even environmental sustainability. We must also take into account the lifestyle of the poor Ghanaian farmer, who is being asked to adopt this model to continue providing food for his fellow citizens. What model of agriculture will spur human development in Ghana while also fulfilling the above two goals?
Though I mentioned that there are a lot of people writing on this topic right now, there is a relatively low level of consensus as to what the future model of global agriculture should be. There is a never-ending number of models being promoted (organic, agroecology, industrial, urban, etc.), each with its own convincing arguments and promoters. This is quite startling, and makes it very difficult to choose one agricultural model to promote in our work. So how can we plan for the future?
Let’s be very clear here: the following are my personal opinions, not those of EWB, Ghanaian farmers, or anyone else you might confuse me with. There is no right answer, only a series of thoughts and questions that remain to be determined.
Traditional agriculture in Ghana is somewhat organic, in the sense that there are no chemicals applied to the crops. Most farmers practicing these traditional methods also don’t use improved seeds, proper land preparation techniques or any other Good Agricultural Practices (GAPs). As a result, they get low yields compared to their neighbours who use “modern” techniques – mechanized land preparation, chemical fertilizers/herbicides/pesticides, and better GAPs. This is leading Ghanaian farmers to see chemical agriculture as the way forward, when in fact many of these GAPs applied to their traditional organic fields would also increase yields significantly.
Right now, MoFA is steering Ghana toward a future of intensive industrial agriculture through credit-in-kind schemes and input subsidies. And why shouldn’t they? This is the path every other industrialized nation has taken to get out of poverty and push forward their economies. But I think it’s too late to take this path. The time has come when oil-based agriculture is getting too expensive (and oil prices are too volatile) to rely on. The price of oil will only increase in the next 20 years, so why are we promoting a model of dependence on these inputs in Ghana?
If things go ahead as MoFA wants them to, soon the majority of Ghanaian farmers will be using industrial agriculture methods. Food security in the country will be improved, but for how long? Soon fuel prices will be too high for Ghanaians to afford the food produced in this manner, and we will be thrown back into food insecurity. Ghana is at the brink of “maturity” in agriculture, about to choose a method to promote and follow for decades to come. Let’s help them make an appropriate and sustainable choice.
My colleague Mina works with an organic fertilizer company near Tamale and often cites a study that showed yields to be virtually the same when appropriate amounts of chemical and organic fertilizer were applied to test fields. In fact, the plot with the highest yields used a combination of both types of fertilizer. So why are these methods most often presented as mutually exclusive?
There are many sustainable practices being used in Ghana on a small scale – sustainable land management, soil fertility techniques, inter-cropping to naturally get rid of pests, organic fertilizers and weedicides and many other GAPs. What are the best ways for EWB to promote these techniques without being paternalistic and dictating the way forward for Ghana’s agricultural development? Tricky…
I think one of the key lessons here is that we need to be adaptive, changing our approach depending on the conditions (economic, social and environmental) in which we find ourselves. Of course, these conditions are changing all the time, so we need to be constantly testing our assumptions, checking if the information we gathered 1 year, 6 months or even 2 weeks ago is still relevant today. And we need to help the Government of Ghana to have the same resilient approach, adapting to new information and conditions as the world lumbers toward a new model for sustainable food security.
Different levels of thinking about this:
- Global food systems
- Consumers in Canada
- African agriculture
- EWB’s stance
- Our strategies
More questions to ponder…
- How do we bridge economic development & environmental sustainability in Africa?
- What are the pros and cons of each agricultural model?
- How do these changes in policy translate to realities on the ground?
- What stance should EWB and other NGOs take on these issues? How will this effect our work?
- African land grabs
- GM crops
- Foreign investment
- Food price volatility
- Climate change
- Farmers’ rights
Special report on the future of food – population, development, environment, politics, nutrition, food waste:
- ‘A Prospect of Plenty’. The Economist, Feb. 24, 2011. http://www.economist.com/node/18200642
Politics, global markets, demand for food:
- ‘The new geopolitics of food’. Foreign Policy, May/June, 2011. http://www.foreignpolicy.com/articles/2011/04/25/the_new_geopolitics_of_food?page=full
Olivier De Schutter, UN Special Rapporteur on the right to food, and the concept of agroecology:
- ‘Save climate and double food production with eco-farming’. IPS, Mar. 8, 2011. http://www.ips.org/africa/2011/03/save-climate-and-double-food-production-with-eco-farming/
- ‘Sustainable farming can feed the world?’. New York Times, Mar. 8, 2011. http://opinionator.blogs.nytimes.com/2011/03/08/sustainable-farming/
Agroecology and development:
- ‘Can the world feed 10 billion people?’. Foreign Policy, May 4, 2011. http://www.foreignpolicy.com/articles/2011/05/04/can_the_world_feed_10_billion_people?page=full
- ‘Study debunks myths on organic farms’. Star Phoenix, Sept. 27, 2011. http://www.thestarphoenix.com/business/story.html?id=5462520
- ‘Organic agriculture: deeply rooted in science and ecology’. Grist.org, Apr. 21, 2011. http://www.grist.org/sustainable-farming/2011-04-20-eliot-coleman-essay-organic
- ‘On agricultural productivity and food security’. Ed Carr, Open the Echo Chamber. Sept. 26, 2011. http://www.edwardrcarr.com/opentheechochamber/2011/09/26/on-agricultural-production-and-food-security/
Concentrated industrial vs. wide-spread “nature-friendly” agriculture, which is better for the environment:
- ‘Farming: Thoughts on an intense debate’. BBC, Sept. 2, 2011. http://www.bbc.co.uk/news/science-environment-14761015
Smallholder farmers and environmental sustainability:
- ‘Global food crisis: Smallholder agriculture can be good for the poor and the planet’. Guardian, June 1, 2011. http://www.guardian.co.uk/global-development/poverty-matters/2011/jun/01/smallholder-agriculture-farming-good-poor-planet
Findings of DuPont Advisory Committee on Agricultural Innovation and Productivity for the 21st Century:
- ‘Food security has global implications’. Politico.com, June 7, 2011. http://www.politico.com/news/stories/0611/56342.html
Moving from old to new models of agriculture:
- ‘A warming planet struggles to feed itself’. New York Times, June 4, 2011. http://www.nytimes.com/2011/06/05/science/earth/05harvest.html?_r=2&pagewanted=all
- ‘The farms are not all right’. Walrus, October, 2011. http://www.walrusmagazine.com/articles/2011.10-food-the-farms-are-not-all-right/
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?
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!
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.
A friend recently wrote me an email in response to my appeal for funds with EWB’s Challenging Perspectives campaign. He identified an inner conflict: he felt he should donate out of obligation to our friendship and feared that he would be ostracized if he didn’t, but was having trouble personally connecting with my work in Ghana. To donate, he felt that he should really believe in the work that EWB is doing (and I’m doing, through EWB) and be able to get behind it 100%. I most definitely agree!
This is exactly the kind of conversation I want to start with my Challenging Perspectives campaign. Why do we feel obligated to donate to charities when we really know little about what they do? How can charities make people FEEL something and personally connect people to their work? It’s a struggle on both sides.
In response to this email, I wrote back answering 3 questions:
- Why am I here?
- How am I feeling about it?
- What am I working towards?
Below is the email I sent back to my friend. I hope it answered these questions for him, and I hope it will for you too. Either way, leave a comment and let me know what you think!
1. I’m here because:
- I feel fortunate to have been born to an affluent family in a developed country and hate that it means I have so many more opportunities for happiness and success than so many other people in the world – I want to work to decrease global economic and “opportunity” disparity
- I feel guilty about being born in Canada and feel I have a responsibility to help others
- I believe we live in a globalized world where we’re all connected and will have deep impacts on how others live, whether through our consumer habits, environmental practices or political policies
- I think change IS possible in developing countries, specifically in Ghana from having spent time here, and I want to help create that change
- This is a pretty cool job that gives me good professional experience and is developing a lot of skills that I value (management, leadership, critical thinking, communication, etc.)
2. How I feel:
- Frustrated that change happens so slowly
- Unmotivated by some circumstances in Ghana (sexism, racism, kids not going to school, etc.) and some of the people I work with
- Incredibly motivated by some of the other people I work with (one of whom is an AEA who is hopefully coming to the EWB conference in January!)
- Love for my EWB teammates and lucky that I get to work with such cool people
- Hopeful that we are making some incremental changes and the pace of change is increasing as we gain experience and credibility
3. What I want to have happen:
- MoFA does a better job of serving poor farmers in Ghana, which is 80% of the population in the north. This means helping farmers to improve their farming techniques and help people to see farming as a business instead of a way of life (a lot of people are like “my grandfather farmed, my father farmed, I farm but I don’t have a job” – it’s not seen as a viable “career” to be a farmer, even though you can get rich if you have a good commercial business plan!). This will require MoFA to have excellent extension staff that go around and visit farmers to help them manage this mindset shift. MoFA is a government institution, so it is here to stay, and it already has a wide network of field staff in place, making it a great partner to work with if we want to reach a high number of Ghanaian farmers. But there are a lot of reasons right now why MoFA isn’t doing the best it can for farmers.
- MoFA is slowly becoming decentralized (which is good), meaning each district will get to choose their own work, manage their own budget, decide which development projects are best-suited to farmers in their district, hire the best staff and fire the worst, define their own culture. Right now it’s the opposite: everything is decided at the national level and pushed down to districts, which often means projects are ill-suited to the local conditions or won’t benefit farmers, implementation is poor, there are not enough resources to do everything that’s asked of the district staff, there is low motivation and low ownership over work.
- In order for decentralization to happen, MoFA needs to have technical, managerial and operational capacity. They’re pretty good at the technical capacity (knowing technical stuff about agriculture to spread to farmers, like research findings, new technologies, improved seeds and fertilizers, etc.). This is mostly what they learn in school (“agric college”) and what MoFA has traditionally focused on. They are less good at the managerial and operational capacities.
- I want EWB to help improve these capacities through developing managers (lots of ways to do this – management training, fellowships like the one I talk about in my Perspective, one-on-one coaching, sharing management resources, etc.) and developing operational capacity (improved supervision, budget management, work planning, scheduling, staff motivation, computer and reporting skills, culture of learning from experience, etc.). These are things that EWB is already good at and we have a clear value-add to districts.
- The challenge in all this is developing initiatives that work for one district (specific) but can be scaled to many districts (general). There are lots of questions here: are we satisfied with just helping a few districts, one at a time? or do we want to achieve wide-scale change? Is it possible to create this scaled change without reducing the quality of what we’re doing? What other mechanisms already exist that we can use to scale these ideas?
Our team is in the middle of a visioning/strategy design process so a lot of questions will be answered in the next month about what we’re working toward more specifically. We’ve recently had a bunch of people leave the team and we’re small now (only 5), so we need to re-tune our ambitions to what we can realistically accomplish with these resources. That said, we’re asking for 3 more volunteers to be added to our team in March so we can get more manpower to enact our vision.
And that’s where your donation comes in. Seriously, it’s all about the money. Without money – most of which comes from donations at EWB, since we have a hard cap on what % of our budget we’ll take from CIDA so we can remain independent and advocate against the Canadian government when necessary – we can’t realize these changes. We’re a pretty small organization in terms of number of staff in Africa, but we’re punching above our weight in terms of influencing higher-up development big-wigs. This is happening in Canada too, with awesome stuff happening lately with advocacy and CIDA. I am often critical of things EWB does, but I’m happy that it’s encouraged in the organization’s culture to be critical. That’s how we try to do the right things.
Anyway, I obviously believe this is an organization that’s headed in the right direction and making some much-needed changes on the ground. And if I’ve convinced you that’s true, then I would love for you to donate!
But no pressure. SERIOUSLY. Don’t donate because you are my friend, or my parents’ friend, or because I keep emailing you, or because other people have donated. Donate because you believe this work is important, change is needed and EWB is doing it well.
P.S. A small update on my Challenging Perspectives campaign: I’m currently in first place for the most funds raised! I’ve raised $2105 out of my goal of $5000, thanks to everyone who’s donated so far. So if you haven’t donated yet and you connect with what I’m doing here, please consider making a donation to my campaign! https://perspectives.ewb.ca/erinantcliffe