EWB in Burkina Faso Noémie Paradis African Program Staff Burkina Faso Entrepreunariat Rural Agricole, Burkina Faso February 3th 2010 EWB in Burkina Faso Noémie Paradis African Program Staff Burkina Faso

What do you want to get out of this conference call ? Your expectations What do you want to get out of this conference call ?

Outline What do you know about Burkina Faso ? (3 min) Meet team Entrepreunariat Rural Agricole! (3 min) Agriculture sector in Burkina Faso (10 min) The team strategy (10 min) Questions ( 30 min)

What do you know about Burkina Faso ? What is the HDI ank of Burkina ? 150/177 172/177 175/177 What %of active population is engaged in agriculture? 63% 71% 86% Burkina Faso at a Glance HDI:  175/177 Population:  12.1 million Infant Mortality:  207/1,000 births Life Expectancy:  43 years Below Poverty Line:  45% GDP per Capita:  US$295 Water Coverage:  51% Sanitation Coverage:  45% ranked 175 out of 177 by the UN one in five children die before their fifth birthday there are few schools health facilities and public services - especially in rural areas. An estimated 51% of the population has access to clean water fewer still—only 12 per cent—have access to improved sanitation. In a country where 86 per cent of the economically active population is engaged in (mainly subsitence) agriculture accounting for 30 per cent of the gross domestic product Formerly called Upper Volta it regained its independence from France in 1960 and was renamed in 1984. It has since spent many years under military rule and has endured numerous military coups. Reducing rainfall levels and recurring droughts have continued to threaten further dersertification of the land. The declines in rainfall and available arable land have led many of the rural poor to move to cities and towns in serach of employment oppotunities. As a result, unplanned slums have become increasingly prominent in the country's urban areas.

What do you know about Burkina Faso ? What %of population has access to clean water ? 43% 51% 68% When did Burkina Faso gained it’s independence from France ? 1960 1969 1984 How many sector team EWB has in Burkina Faso ? Burkina Faso at a Glance HDI:  175/177 Population:  12.1 million Infant Mortality:  207/1,000 births Life Expectancy:  43 years Below Poverty Line:  45% GDP per Capita:  US$295 Water Coverage:  51% Sanitation Coverage:  45% ranked 175 out of 177 by the UN one in five children die before their fifth birthday there are few schools health facilities and public services - especially in rural areas. An estimated 51% of the population has access to clean water fewer still—only 12 per cent—have access to improved sanitation. In a country where 86 per cent of the economically active population is engaged in (mainly subsitence) agriculture accounting for 30 per cent of the gross domestic product Formerly called Upper Volta it regained its independence from France in 1960 and was renamed in 1984. It has since spent many years under military rule and has endured numerous military coups. Reducing rainfall levels and recurring droughts have continued to threaten further dersertification of the land. The declines in rainfall and available arable land have led many of the rural poor to move to cities and towns in serach of employment oppotunities. As a result, unplanned slums have become increasingly prominent in the country's urban areas.

Meet Team ERA ! Team Leader Réseau Gestion FEPAB Other Boris Romesh Charles Florian Noémie Nasser Cat Rosanne Etienne Valérie Meet the ERA team!! Several engineer, but also a teacher, and 2 biologist... Mostly all involved with WEB before, as president, JF, ... Lot of couple : noemie and charles, Cat and Etienne, Boris and Alanna (human ressource manager), Rosanne and Youl... International team : quebec, ontario, france, burkina faso ... Boris Team leader ! french Mountain hikking lover in BF since 2007 phd in engineering in Ontario, where he met Alanna Chapter president Florian second team leader Boris and him complete each other ; a very good team (also know as Floris or Borian..) Before team leader of Water and Sanitation program in Burkina Master in mechanical engineering at Laval university, quebec Passionate about soccer and personal development Rosanne phd in rural agriculture Travelled a lot : pakistan, china, bike ride from Paris to Dakar, worked in france... A world citizen ! Didn’t know about ewb before applying as an OV Found love in Burkina... Charles Sept 2009 Biologist Music lover, guitar and djembe player Winter and mountains lover (ski, hikking, rock ckimbing..) Travelled a lot : kenya, tanzania, madagascar, reunion island , burkina faso – was more abroad than at home in the last years ! ;o) Etienne More than a year now Biologist - Laval than Waterloo Integrated EWB just before applying as an OV Judoka ! Catherine Nov 2009 Mechanical engineer at Waterloo Mali in 2006 Loves peanuts and mangos! Romesh english speaker from montreal Mechanical engineer in McGill with specilisation in aeronautics Worked 2 years in Norway in a robotics company Love extrem sport : snowboard and mountain bike Valérie Coming soon! Teaching at sherbrooke HSO director 2 years Burkina in 2008 president actually teaching english at Havre Saint Pierre Sportive girl: passionate about road biking

Team ERA across Burkina Etienne Charles Nasser Florian Rosanne Noémie Boris Romesh Cat

Nasser, our 1rst Burkinabe volunteer ! 24 years old Master in Agricultural Economy and Environment 1rst Burkinabe intern (1 year) Passionate about soccer (and development !) As every EWBers… filled with ambitions and willingness to make his part ! Burkinabe volunteer program investment in local youth leadership : build development knowledge and skills of local young leader expand the team take advantage of local expertise and knoweldge – Nasser.. Speak local language Understand the cultural, social, economic and politic context Has a background in agricultural economy and environnement!

But… what does a mechanical engineer do in Africa? What passionate me : Outdoor activities Traveling Dancing Teaching and coaching Robots (!) ..and development! EWB and me : JF in Mali (2006) HSO director (2006–2008) Curriculum Enhancement (2007) African Program Staff (sept 2009 - ..) mechanical engineering because I love math and physic, and to design and build stuff.. Master in robotics : pure fun though very hard, and in strong competition with ewb ! ;o) going overseas as an OV (now named African Programm Staff) was the more natural step after getting out of school and my involvment with ewb wonderful opportunity to get closer to dorothy and make my part “on the field”, and learn learn learn! will also help me define what i wanna do next

But… what does a mechanical engineer do in Africa? What motivate me here : The team energy My partner’s motivation My host family The life style – centered on people

Agricultural Advising Sector - Farmer sLevel - Farmers group Field Agents Farmers Union Field Agents Manager President Representatives NGOs Government Financial Institution Market Private sector farmer organisation around 70s, to promote and represent farmer needs Isolated support from the gouvernment (technical advices, access to input..) in the 90s the gouvernment reduced its involvment in the agricultural sector farmers felt a need to group themself to carry out the function of agricultural support that the state had before farmer group, association, union at provicial level, later on federation at national level village level : farmer group (woman, fruit and vegetable, …) -> problem solving, grouped action… union at higher lever (ex provincial) : support farmer groups with agricultural advices and services such as market facilitation manage by representatives elected among the farmers something has some experimented farmers that act as field agent ; those who provide the training and advices interaction with several stakeholders that provide services (financial services, market facilitation, agricultural advices, technical support, …) union help farmers to get acces to theses services and develpment project, like acces to credit, help in selling the harvest at a good price, technical training…

Agricultural Advising Sector - Union Level - Farmers Union Farmers Federation Representatives Staff NGOs Government Financial Institution Market Private sector Réseau Gestion At national level : federation, to help member organisation to better serve their farmer members in some case you find paid employes hired by the representative to bring technical support (financial management, program coordination …) several interaction with the sector stakeholder at that level too. Coordination of project and services among their member union Reseau gestion  EWB works with several union and federation  Fédération des Professionnels Agricoles du Burkina (1997) -> t

Agricultural Advising Sector - Some Challenges - Farmer level Technical knowledge (use of fertilizer, field rotation, etc.) Farm management (decision making, budgeting, etc.) Lack of initiatives and entrepreneurship Market level Access to credit Access to input (fertilizer, good quality seeds) Information on markets (prices, trustable traders, etc.) Access to market farmer union help their members to adress the different challenge they face in managing their farm lack of knowledge of or access to technical innovations for improved yield Appropriate use of fertilizer and manure Field rotation and crop choice Irration technics Anti-erosion system … Lack of skills to manage expenses and ressources related to farming unable to plan annual expenses, food family consumption, and income financial pressure to sell just after harvest, when prices are low Lack of initiative and entrepreneurship Passive attitude that come from a long history of development and aid project Farming is seen as a subsistence activity rather than lasting business Don’t know what and how, lack of support for personnal initiatives (what do I need exactly ? who to contact? Where to find the money ? How to get it ?) Fear to take risks economical environment almost impossible to get access to credit (requires garentee or personnal contribution that the farmer do not have) access to input and market Physical distance Low transportation oppotunity Few trustable contacts Lack of negociation and marketing skills lack of information on input and cereal market where to find good seed at a good price ? When is the best time to sell my cereals? To how ?

Agricultural Advising Sector - Some Challenges - Union level Services quality and efficiency Financial resources Farmers mobilization Sector level Lack of coherence between the different services providers (NGOs, government, financial institution, private sector …) Rigid control from services providers Services or projects unaligned on farmers’ needs and reality Non sustainable approach Union level -union do their best to provide support and services to their farmer member, and connect them with other services provider or NGO support But Managed by farmer elected among the farmer group Low education Low skills in human and financial ressources management, planing and time management Structure based on social organisation Election based on social and hierachy criteria, rather than management and leadership skills.. low room for youth and woman though they could be good contributor Passive attitude Most services come from external stakeholder (NGO, gouvernement, ..) that provide the required financial, physical and sometime human ressources Focus on looking for more and more project that will bring money, instead of finding project aligned with farmer needs A rush to carry out all the activities and fill repports, which affect the quality of services and coherence of approach (multitude of project non linked to each other..) Low comitment and initiative from members Several farmer group had been created to benefit from a project (external motivation), rather than to cooperate in finding solution to their problem and initiate local project (internal motivation) Representative do not benefit from « official » salary Low responsability and comitment among some farmers, which affect the union ability to manage services credit non reimbursed -> deficit in union financial ressources Farmer do not bring the cereals promised for group sale -> the union must pay the lacking cereal to a trader … Low financial ressources Few income activities Farmer contribution Percentage on group sales or credit services Lack of skills in financial management and budgeting Agricultural advising Sector level A bunch of stakeholder of diferent kind (local NGO, international NGO, financial institution, private sector, gouvernement) that offer services and develop project to support farmers – a real mess! Lack of communication beetween stakeholders -> lack of coherence different approach Redondancy in some region, while some other are forgotten Redondandy in monitoring and evaluation competition Project design centralized at service provider level Unaligned on real farmer needs and reality Unsustainable approach (short time project, not enough time on the field, too much control at the top..) Rigid control -> no room for initiatives and service adaptation to local realities

Agricultural Advising Sector - Some Solutions - Farmer level (mainly by farmer union and partners) Technical training Business development services Support to local initiatives Market level (mainly by farmer union and partners) Grouped access to credit Facilitate access to input (ex. provide fertilizer on credit) Grouped sale farmer union help their members to adress the different challenge they face in managing their farm lack of knowledge of or access to technical innovations for improved yield Appropriate use of fertilizer and manure Field rotation and crop choice Irration technics Anti-erosion system … Lack of skills to manage expenses and ressources related to farming unable to plan annual expenses, food family consumption, and income financial pressure to sell just after harvest, when prices are low Lack of initiative and entrepreneurship Passive attitude that come from a long history of development and aid project Farming is seen as a subsistence activity rather than lasting business Don’t know what and how, lack of support for personnal initiatives (what do I need exactly ? who to contact? Where to find the money ? How to get it ?) Fear to take risks economical environment almost impossible to get access to credit (requires garentee or personnal contribution that the farmer do not have) access to input and market Physical distance Low transportation oppotunity Few trustable contacts Lack of negociation and marketing skills lack of information on input and cereal market where to find good seed at a good price ? When is the best time to sell my cereals? To how ?

Agricultural Advising Sector - Some Challenges - Union level (mainly by federation and partners) Individual and organizational capacity building Develop improved relations with partners Make room for innovation Sector level (mainly by federation and partners) Influence donors for more coherence among services provided more flexibility in project design and monitoring Etc. Union level -union do their best to provide support and services to their farmer member, and connect them with other services provider or NGO support But Managed by farmer elected among the farmer group Low education Low skills in human and financial ressources management, planing and time management Structure based on social organisation Election based on social and hierachy criteria, rather than management and leadership skills.. low room for youth and woman though they could be good contributor Passive attitude Most services come from external stakeholder (NGO, gouvernement, ..) that provide the required financial, physical and sometime human ressources Focus on looking for more and more project that will bring money, instead of finding project aligned with farmer needs A rush to carry out all the activities and fill repports, which affect the quality of services and coherence of approach (multitude of project non linked to each other..) Low comitment and initiative from members Several farmer group had been created to benefit from a project (external motivation), rather than to cooperate in finding solution to their problem and initiate local project (internal motivation) Representative do not benefit from « official » salary Low responsability and comitment among some farmers, which affect the union ability to manage services credit non reimbursed -> deficit in union financial ressources Farmer do not bring the cereals promised for group sale -> the union must pay the lacking cereal to a trader … Low financial ressources Few income activities Farmer contribution Percentage on group sales or credit services Lack of skills in financial management and budgeting Agricultural advising Sector level A bunch of stakeholder of diferent kind (local NGO, international NGO, financial institution, private sector, gouvernement) that offer services and develop project to support farmers – a real mess! Lack of communication beetween stakeholders -> lack of coherence different approach Redondancy in some region, while some other are forgotten Redondandy in monitoring and evaluation competition Project design centralized at service provider level Unaligned on real farmer needs and reality Unsustainable approach (short time project, not enough time on the field, too much control at the top..) Rigid control -> no room for initiatives and service adaptation to local realities

Leverage point - Where EWB choose to act - Farmer and market level - Support to business development services Conseil à l’Exploitation Familiale (CEF) Through trainings and advices from field agents Enable farmers to Manage efficiently their farm Have better interactions with the market and the different services providers Make shift from subsistence activities to farming as a lasting business Farmer level : the ability of the farmer to manage efficiently his farm is essential for him to be able to benefit from the other services Technical training and support Ability to identify which technic is better suited for his need Abitily to find the financial ressources to buy the required equipment and technology (eg fertilizer) Acess to credit Ability to manage credit and financial ressources Ability to manage a budget and evaluate possible expenses and income Grouped sale and market facilitation Have sufficient yield to be able to sell a part of it, beside satisfying family consumption needs Ability to evaluation family consumption needs … Solution : business development training and advising training and advises on stock management, harvest planing, budget management, factor to take in account in decision making … Enable farmers too … (see above) involve data collection that the field agent manager analyse to better monitor the farmers progress and better support them provided by union field agent in several union and federation accross burkina faso But segregation between CEF and other services (eg credit, marketing..) few groups benefit from it mostly men benefit from it same services to all farmers, without taking account of their expertise and competencies rigid content and approach + rigid control from donors ; low room for innovation and adaptation a need in good communication, coaching and analystical skills among field agents

Leverage point - Where EWB choose to act - Axis 2. CEF approach better answer to farmers needs Farmer and market level - Support to business development services The CEF approach is integrated to other services [approach] The CEF approach is evolutionary [approach] The federations are innovative organizations [organisational] Axis 2. CEF approach better answer to famers needs – federation and sector level The CEF approache is integrated [approach] To programs of Input access, credit and markets They address women and men equally. The CEF approach is evolutionary [approach] Resources mobilized for the starting producers are optimized Rservices for experienced producers are sophisticated Advisors are supported in their own improvement of KSA to better deliver CEF services The federations are innovative organizations [organisationnal] which proposed new solution to their constituent groups Create and test pilots Scale up their innovations 

Leverage point - Where EWB choose to act - Axis 1. The quality of services given to farmers is improved Union level – Individual and organizational capacity building Field agents have better skills and tools to fulfill their tasks [individual] Managers of unions/federations manage more efficiently information and human and financial resources [individual] Unions/federations partners has more efficient support systems (eg. effective meetings, M&E …) [organizational] Axis 1. The quality of services given to farmers is improved – union and federation level Field workers have better skills in facilitation and better tools to give services of his farmer union/federation [individual] Reporting, facilitation technics, … Managers of unions/federations manage more efficiently their human, finacial, and information ressources [individual] Planning, strategic thinking... Unions/federations partners has more efficient systems [organisationnal] Efficient meetings, M&E system of responsibilities in district, provincial, national boards, M&E system of impact…

Leverage point - Where EWB choose to act - Axis 3. “ Create a national coherence around the practice of agricultural advising Sector level– Influence the sector gouvernance Evolve the relation between donors and farmer unions toward A greater autonomy A greater investment in the union Build on the existing management network to improve the coherence of support provided to farmers Donors take into account the need to invest in implementation capacities of CEF Axis 3. “ Create a national coherence around the practice of agricultural advising” – sector level 1. Evolve the relation between donors and the FOs towards [sector governance] A greater autonomy A greater investment in the innovation and management capacities of the FOs Build on the existing management network so that different players [sector governance] agree on different action principles agree on a specification of services, so that the support to farmers become coherent. Donors take into account the need to invest in implementaion capacities of CEF human resources, M&E systems, etc. [sector governance]

In summary - The EWB Strategy - Axis 1 The quality of services given to farmers is improved Axis 2 CEF approach better answer to farmers needs Axis 3 Create a national coherence around the practice of agricultural advising Axis 1. The quality of services given to farmers is improved – union and federation level Field workers have better skills in facilitation and better tools to give services of his farmer union/federation [individual] Reporting, facilitation technics, … Managers of unions/federations manage more efficiently their human, finacial, and information ressources [individual] Planning, strategic thinking... Unions/federations partners has more efficient systems [organisationnal] Efficient meetings, M&E system of responsibilities in district, provincial, national boards, M&E system of impact… *axis 1 is necessary to axis 2 ; union must be able to provide efficiently CEF and their other services before looking to improve their CEF service and integrate it to the other services… Axis 2. CEF approach better answer to famers needs – federation and sector level The CEF approache is integrated [approach] To programs of Input access, credit and markets They address women and men equally. The CEF approach is evolutionary [approach] Resources mobilized for the starting producers are optimized Rservices for experienced producers are sophisticated Advisors are supported in their own improvement of KSA to better deliver CEF services The federations are innovative organizations [organisationnal] which proposed new solution to their constituent groups Create and test pilots Scale up their innovations  Axis 3. “ Create a national coherence around the practice of agricultural advising” – sector level 1. Evolve the relation between donors and the FOs towards [sector governance] A greater autonomy A greater investment in the innovation and management capacities of the FOs Build on the existing management network so that different players [sector governance] agree on different action principles agree on a specification of services, so that the support to farmers become coherent. Donors take into account the need to invest in implementaion capacities of CEF human resources, M&E systems, etc. [sector governance]

Axis 1. The quality of services given to farmers is improved What about me ? Axis 1. The quality of services given to farmers is improved Union level – Individual and organizational capacity building of a provincial union (UPPAB) Create and implement a professional development program for the field agents Build trust and develop a vision Identify required KSA Develop tools and learning opportunities Invest in the field agent manager’s leadership and coaching capacities Alexandre trust building : Credibility (good quality work, bring good ideas, ask good question, show espertise, professionalism, clear intentions..) Reliability (ponctuality, respect engagement, good quality work, take responsabilities…) Friendship (share a beer of meal, humour..) vision Alexandre : visible result and quality of services of the field agent team among stakeholders Motivated, dynamic and strong field agent team, team spirit in top 5 best field agent manager of fepab Coach futur field agent manager KSA Communication skills Faciliation skills Ability to listen Analytical skills Problem solving Humility Motivation and enthusiasm Leadership Coaching skills… Tools and learning opportunities Auto-evaluation tool Personal development plan Workshops and training session on different skils or subject (eg problem solving) – among field agent or between several union field agents Pear to pear learning session Coaching (me, other OV, alexandre..) Montly meeting Best practices capitalisation and sharing … Alexandre = a leverage point invest in his leadership and coaching capacities so he can carry on the field agents professional development Coaching Provide constructif feedback To carry about the field agent skills development and motivation Facilitation skills Creat learning opportunities for field agent (support in the field, training, workshops, comunicate best practices …) Encourage field agent autonomy and responsability Monitoring and evaluation of field agent work and progress Motivate, inspire en support field agent in their work and professional development Role modeling Effective activity management Spread leadership among field agent Effective delegation Alexandre - Tools and learning opportunities Personal training session on different subject Workshop with other union field agent managers Comment and advices on specific subject/challenges during day to day task (eg repporting) Constructive feedback after some activities (eg. Group facilitation) Ask thoughtful question Framework Training session: How to create behavior change amond farmers How to motivate and help field agent to develop their skills How to give constructive feedback Caracteristic and needs of farmers and how to better serve the different categories Reporting Responsabilities and required competencies for field agent managers Usefulness of a professional personal development plan and how to use one Impact chain (applied to CEF)

Axis 1. The quality of services given to farmers is improved What about me ? Axis 1. The quality of services given to farmers is improved Create and implement a professional development program for the president Build trust and develop a vision Identify required KSA Develop tools and learning opportunities Invest in his leadership and management skills to improve the union effectiveness overall Marc trust building : Credibility (good quality work, bring good ideas, ask good question, show espertise, professionalism, clear intentions..) Reliability (ponctuality, respect engagement, good quality work, take responsabilities…) Friendship (share a beer of meal, humour..) Vision for Marc : More time for the union and his farm and family Ability to manage well activities and responsability To lead the union toward a more effective and strong organisation, with better services and strong farmer comitment Vision for union : Reinforce the weaker links – act as a family : Strong team spirit among farmer members (group interest more important than individual interest) Strong engagement of members in union activities Members are responsible, respect their engagement, take initiative for the group Strong and dynamic farmer groups A core of dedicated and motivated farmers that act as role model and leaders among other farmers Get back to a strong and visible union : Good management of activities and services New and skilled management team More physical ressources (building, office, warehouse…) Strong relationship with partners Sustainable financial ressources, that allow more and better services Marc capacity building – KSA for a better leadership and management of the union Planing and time management Staff management and effective delegation Excel, word -> be more effective to save more time Leadership and coaching (implicit) Tools and learning opportunities Personnal training session Workshop with other union presidents and program coordinators Coaching Comment and advices on specific subject/challenges during day to day task (eg planing) Constructive feedback after some activities (eg. Group facilitation) Ask thoughtful question Framework

Axis 1. The quality of services given to farmers is improved What about me ? Axis 1. The quality of services given to farmers is improved Support the union toward a greater quality and effectiveness of the services provided to the farmers Carry out an organizational diagnosis of the union Assist the president in identifying and acting on the leverage points to improve the effectiveness of the union (structure/communication/financial resources, etc.) Assist the president and the field agent manager in developing, planning and implementing the different services provided to the farmers Organisational diagnosis Participative – get lots of people involved (farmer, field agent, woman and man, farmer group president, marc, alexandre, fepab staff..) To identify the weaker links and leverage point Communication Farmer comitment and team spirit Financial ressources Services management … Leverage point and stategy Farmer comitment Develop a common vision and reinforce organisational objectives and values Spread leadership among motivated farmers *Opportunity = manager team renewal Contribution of farmer Farmer keep their promesses (eg reimburse credit) Income from some service s(eg group sale) Services management and communication staff capacity building Clarify responsabilities among management team members

What about me ? - Challenges - Trust building requires time and thoughtfulness Lack of availability of people A complete new world (capacity building and agriculture ≠ robots ! ) Cultural differences working methods communication rules Gender inequality trust building Credibility (good quality work, bring good ideas, ask good question, show espertise, professionalism, clear intentions..) Reliability (ponctuality, respect engagement, good quality work, take responsabilities…) Friendship (share a beer of meal, humour..) Availability Farmers are several km away, low transportation opportunities Farmers and field agent have to work in their field Alexandre has to fulfill several manegement and implementation task, run everywhere Marc has to carry out several responsabilities (president of member of several organisations..), do not even have time to breath Capacity building and agric VS robotic Human sciences sector More difficult to modelize, more uncertainity Need string interpersonnal, leadership and coaching skills, (no computation or mathematical problem solving required) Agriculture biology and life science sector ; far from machines and robot… but their is physic behind appropriate technology principles! Cultural differences It’s a challenge to integrate a new working sector, a new working place, a new working team, new responsabilities… It’s even more a challenge when worrking methods and communication rules are different, which can lead to misunderstood and mistake A need to understand local reality and reason behing (ex. gender inequality, the importance of hierachy…)

What about me ? - Successes - Partner organisation Field agent manager (Alexandre) Build trust and develop a vision with Alexandre Workshops on leadership, coaching and analytical tools President (Marc) Initiate a vision for the union Initiate a willingness for self development Personal HUGE amount of learning Better understanding of Dorothy’s reality and complexity of the development sector New friendships that cross over cultural differences ! vision Alexandre : visible result and quality of services of the field agent team among stakeholders Motivated, dynamic and strong field agent team, team spirit in top 5 best field agent manager of fepab Coach futur field agent manager workshop : How to create behavior change amond farmers How to motivate and help field agent to develop their skills How to give constructive feedback Caracteristic and needs of farmers and how to better serve the different categories Reporting Responsabilities and required competencies for field agent managers Usefulness of a professional personal development plan and how to use one Impact chain (applied to CEF) Vision for union : Reinforce the weaker links – act as a family : Strong team spirit among farmer members (group interest more important than individual interest) Strong engagement of members in union activities Members are responsible, respect their engagement, take initiative for the group Strong and dynamic farmer groups A core of dedicated and motivated farmers that act as role model and leaders among other farmers Get back to a strong and visible union : Good management of activities and services New and skilled management team More physical ressources (building, office, warehouse…) Strong relationship with partners Sustainable financial ressources, that allow more and better services President capacity building Planing and time management Staff management and effective delegation Excel, word -> be more effective to save more time Learning Development sector ; best practices, mistakes, challenges, complexity EWB approach and expertise Agricultural advising sector Agricultural practices and appropriate technology Capacity buiding and organisational development (framework!) Local habits, values, tradition… Self awareness (strengh and weaknesses)

Thank you ! Noemie Paradis African Program Staff Burkina Faso noemieparadis@ewb.ca Thank you for coming to this session! Any questions ??