Explain what your job is not easy! The people involved in Engineers Without Borders know something! It is not obvious to describe our organization, what we do, our approach and our impact especially overseas. I have the same problem when I come to explain the work of the cell with I work here in Ouahigouya in the National Federation of NGOs Naam groups. For those who want to know the organization better, I already wrote a bit about it, you can go see it. As people like me have preceded the already well described, I will quote some passages (in italics), adding my comments.
As I said, the board of management for farms (CC) allows producers to have an image on the profitability of its work and to take policy decisions on their farms to increase their income and contribute to improved living conditions. It is based on the steps of recording data, analyzing results, forecasting and consulting suivi.Le includes a dimension of decision support for farmers which involves understanding the characteristics of its operations and how he makes those decisions.
must first understand what a farm. It is a complex system with different components (crops, livestock, labor force, attic, etc..) Interacts with its environment (soil, climate, etc.. How to a decision on operation is different depending on each one.
farmers' decisions are explained by their objectives and the means at their disposal. However, these decisions are taken as they have no or little information about the climate of the coming season, prices of agricultural products during the next harvest, the techniques suggested by research or available in other regions, etc.. But also because they have imperfect information on their own farm (the performance of each plot, the impact of technology on production, margins obtained for each culture, etc.).
Counsel to the operation did not aim to change this process but to streamline and make more explicit. Without the board, the farmer will take a decision anyway. As part of a consulting approach, it will probably take a more considered decision because he will be encouraged to formalize their thinking, to discuss interests and cons of his choices with its neighbors and the counselor.
The board is to operate services to agriculture, such as input supply, credit, marketing support, research, training of producers, etc. .. It generates direct and indirect effects affecting a large number of peasant families as:
-The improvement of the results of operations: the CC leads to improved agricultural practices, and in this sense represents a contribution to the agricultural extension and better allocation of available means of production. The impacts of the board beyond the scope of the only participants who are often opinion leaders in their communities. The information, techniques, standards are conveyed through social and professional networks that exist in rural areas. The CC has a ripple effect in the community. For a producer who learns how to treat diseases such as, the whole site benefits.
-Participation in a counseling approach developed their management skills as knowing how to manage the various activities but also their income, manage the collective resources of the family (land, labor, capital) as control tools (fill forms or Book of operation, etc..). The CC makes them aware of their status as an actor with a flexibility of up to build its future. It reinforces the sense of self-esteem needed to release energy and face the challenges.
It extends and reinforces the literacy campaigns and post-literacy and the desire to give members more control over the writing and arithmetic. It is a practical application of lessons daily basis.
This pretty much sums up the idea of the Management Council (CC). But concretely, what it is happening on the ground? As a concrete example. First, a producer has an interest in the Management Council and membership applications. So there is awareness of producer groups to approach CC with the aim to encourage volunteerism, as they are paying a fee providing it is monitored by the advisor. This activity involves all producers groups and unions on the same site (members or not) and all those interested in the CC. It is done in group meetings specific, individually and occasionally (AG unions, radio, newspaper, etc.).. At the outreach session, the consultants presented to the producers present the objectives and purposes of the CDG, the advantages, disadvantages and skills, criteria for membership, the conduct of activities and presentation tools; areas affected by the CDG; actors involved in managing the process and their roles. Testimony from former members and the member of COCdG complement the presentation of the adviser. There
training of volunteers that joined the process, use tools for data collection.
A counselor then visited several farmers on their plots every two weeks. They discuss all technical routes, specific problems that arise, the treatment of diseases, etc.. The adviser also ensures that all expenditures and revenues are recorded in the book of the participant. Ce suivi-conseil concerne prioritairement les adhérents et touche indirectement les non adhérents qui profitent du passage du conseiller ou de la cellule pour avoir des conseils dans les domaines techniques et économiques.
Le conseiller fait ensuite les calculs permettant par la suite de restituer les résultats aux producteurs (marge brute, rendement, dépenses…)
Il y a ensuite restitutions individuelles des résultats et/ou collectives (sur demande des adhérents du groupe) par le conseiller avec l’appui des agronomes. On lui remets par écrit les résultats et on discute avec de recommandations afin qu’il s’améliore l’année suivante. can offer improved performance through better agricultural techniques, better marketing planning cultures, or simply a better expenditure control. The board depends on the situation of the producer's needs, but also change the producer is willing to accept (which is easy to identify!). The producers then the forecast for the next season. It assesses the necessary expenses and also to validate the recommendations made previously.
During the season, the device management board provides specific training on request, organizes meetings debates on issues and technical problems.
Finally, the Annual Review is an opportunity to gather more than a quarter of the 400 member producers to make a collective presentation of the results across Burkina Faso.
Here, most producers are following their vegetable production, that is to say, vegetables. Why producers are restricted only to a culture so they could also consider all the activities that support the family? Well that's a tough question that I will not detail here. Interested persons may appear and I'll do an entry about it if people want els.
In summary, for the visuals, the CC is:
As nothing is perfect in life, there are aspects that ensure that the scope and quality of advice may be diminished. The question I'm asking is:
What do you like in the operative management board as a method of development?
And also what aspects (whatever they are) can affect the extent and quality of advice as a means of rural development? What are the challenges related to this means of development?
With your opinion, is va pouvoir débattre des bons et des mauvais points que VOUS aurez identifiés. En espérant que ça rende la discussion intéressante ! Le débat se fera dans la section commentaire. Partagez votre opinion ! Et même si c’est juste pour poser une question, allez-y ! Ça va animer la discussion j’en suis sûr !
Source :
L’UNITE D’APPUI AGRO-ECONOMIQUE
Le Conseil à l’exploitation familiale à la FEDERATION NATIONALE DES GROUPEMENTS NAAM (F. N. G. N.), Outils et méthode, Burkina Faso Mai 2006
Guy Faure, Patrick Dugué, GUIDE PRATIQUE SUR LE CONSEIL A L’EXPLOITATION FAMILIALE : EXPÉRIENCES EN AFRIQUE DE L’OUEST AND CENTRAL
