SPECIFICITIES OF DEMAND FOR MANAGERIAL CAPACITY BUILDING IN THE

AGRICULTURAL SECTOR IN BENIN•

• François AKOUTAORGANIZATIONAL DEVELOPMENT CONSULTANT

October 2012

Silver Springs Hotel, Port Bell Road, Bugoloobi, Kampala (Uganda)

Eminence

PRESENTATION PLAN

1.General ideas2. Specifities of capacity building

needs in the agricultural sector

3.Capacity building strategies?4.Recommendations?

GENERAL IDEAS

The development of skills in rural surroundings is linked to the classification of farmers, to their needcs and the available training opportunities.

In general terms, farmer classification varies depending on the following:The means of production,

GENERAL IDEAS the purpose of production, the basic education level group dynamics.

• Taking into account this diversity is a key factor in analyzing the adequacy of capacity building vis-a-vis the actual needs.

• NB: Here « needs » refers first and foremost to non financial and then financial services

CLASSIFICATION OF FARMERS– According to ‘’structural ’’ classification, the following may be identified:

MICROS ET PETITS

FERMIERS

• Moyens rudimentaires

• Agriculture de subsistance ou de vente

• Faible niveau• Faible revenu

LES MOYENS

FERMIERS

• Début de mécanisation

• Surfaces et moyens de production plus significatifs

• Participation à l’agrobusiness

• Accès au marché locaux

• Revenus moyens

INDUSTRIES AGRICOLES

• Forte mécanisation -Moyens de production considérables

• Processus de transformation

• Accès à des marches nationaux et internationaux

• Fort revenu

DEMAND SPECIFICITIES ACCORDING TO FARMER CATEGORIES

The needs are: individual, collectives in the case of creating group dynamics, value chains or

sector development and according to the following categories: Micro Small scaleMedium Industries

DEMAND SPECIFICITIES ACCORDING TO FARMER

CATEGORIES

For purposes of development, all farmer categories would like to to be supported for better management of their farms. Especially in terms of: Mastering various business functions ( finance, efficient and

effective production, supply of raw materials and equipment, management of stock, mastering the market through various marketing components ( packaging, etc..) human resource management with tools suitable for their level of education• Make business plans for mobilizing funds required for their activities.

DEMAND SPECIFICITIES ACCORDING TO FARMER CATEGORIES

•How to share costs and share expenses

•Mastering negotiation, advocacy and lobbying techniques, succeed in farmer groups

• Information and opportunity sharing

•Sector and competition monitoring

Training shortcomings in the sector

•Modules that do not match farmers’ realities: time, venue…

•No follow-up on skills imparted by trainers

•Absence of an appropriate training plan

Preconceived modules, not adapted to the actual needs

Non sectoral approach

• Lack of proper analysis of farmers’ needs

• Difficulty in encouraging farmers to freely express their needs without fear

Needs assess-ment

Training

Preparation

Implementation

Monitoring

WEAKNESSES RELATED TO FARMERS’ CAPACITY TO EXPRESS DEMAND

Farmers are not always able to express their management capacity building needs;

They often ignore and/ or do not know that acquiring skills is also investment for the development of their farms.

Existence of several methods developed by technical partners without consultation.

STRATEGIES FOR CAPACITY BUILDING

• Capacity building for in-service training: – 2 - 3 day group training (5 hours/day) for groups

of 15 - 20 farmers of similar activities during periods of low activity

– Study tours to demonstration farms– Individual on-site coaching on specific modules

according to a capacity building plan – Put in place monitoring mechanisms

STRATEGIES FOR CAPACITY BUILDING

• Education through the classic education system: coupled with dual or alternate training

For farm creating bearers, concurrently with technical training

Farm schools with defined modules and refresher courses through in-service training depending on farmer category using the BIT methodology: ‘’BETTER MANAGEMENT FOR YOUR BUSINESS ’’

RÔLES OF VARIOUS ACTORS IN CAPACITY BUILDING

FOR AGRIBUSINESS MANAGEMENT

RECOMMENDATIONS

ROLES AT BDS LEVEL1. Carryout proper assessment of

training needs 2. Prepare modules taking into account

farmers’ needs and testing them before their widespread application

3. Advocate for reorientation of capacity building strategies in a sustainable and systems approach involving farmers’ associations

ROLES OF GOVERNMENTAL AUTHORITIES

1. Implement agricultural capacity building policies at national level

2. Sector and systems approach to capacity building instead of parcel approach

3. Setting up benchmarking platforms4. Advocacy for coordinating donor support

for capacity building5. Strengthening information sharing tools

and agricultural and business opportunities

ROLES OF SECTOR PARTNERS

1. Encourage formulation of national capacity building policies in a sector and systems approach instead of a parcel approach

2. Support post training monitoring of farmers for better application of acquired knowledge.

ROLES AT FARMERS’ LEVEL

1. Aim at creating farmers’ professional associations to carryout advocacy and adjust governmental programmes to fit the realities of rural enterprises.

Thank You !