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New Water Cons. and Climate Smart Ag. Electives Sept. 4

2 New Electives September 4: Climate Smart Agriculture & Water Conservation

 
OL 332 Water Conservation and Management

Non-Agricultural

8 Weeks: September 4 – October 29, 2012
Prerequisites: OL 342.

Water Conservation and Management. A shortage of water or unreliable access to water is one of the biggest issues in development. Community water sources dry up during climate change related drought—or seasonally during the dry season.

There is competition among different segments of the community for available water. Discussing community water challenges calls for stepping back from the immediate problem and looking at the relevant underlying causes for the shortage of water in order to begin developing solutions.

This past quarter CSDi has seen a number of water related partner projects worldwide. We are seeing tremendous similarities between the projects: not enough water, too much water—and contaminated water. These challenges lead to reduced harvests, reduced income, reduced food security and nutrition, chronic ill health from waterborne disease, and flooding.

Agricultural families suffer from widespread malnutrition caused by climate variability—including extreme drought that reduces crop yields & negatively impacts livestock. These challenges exacerbate the already complex problem of poverty due to a lack of agricultural income. Combined, they lead to chronically malnourished and frequently ill children—and an inability to purchase food and pay for children’s education and health care.

The solutions that students have been developing include a community-based water use management plan. Community members will first develop a participatory mapping of water resources and uses, and then consult with a water management expert to develop a participatory process and training program for developing the water use management plan.

The course includes an overview of water conservation techniques complete with downloadable manuals and field guides for each technique. See the full syllabus.

OL 333 Climate Smart Agriculture

8 Weeks: September 4 – October 29, 2012
Prerequisites: OL 342.

Climate Smart Agriculture. Depleted soils, unreliable access to water, outmoded agricultural practices and a lack of coping strategies for adapting to a changing climate are leading to reduced agricultural productivity, income generation, and food security for smallholder farmers worldwide.

This past year CSDi has participated in a number of agricultural partner projects worldwide. We are seeing tremendous similarities between the projects: eroded topsoil, gullys, not enough water, too much water, drought, and a lack of knowledge of effective techniques for adapting to a changing climate. These challenges lead to reduced harvests, reduced income, and reduced food security.

Agricultural families suffer from widespread malnutrition caused by a changing climate. These challenges exacerbate the already complex problem of poverty due to a lack of agricultural income. Combined, they lead to chronically malnourished and frequently ill children—and an inability to purchase food and pay for children’s education and health care.

The solutions that students have been developing for their projects include a community-based Climate Smart Agricultural Program. In OL 333 students and their community members will first develop a participatory mapping of crop systems, and soil and water resources, and then consult with an expert in soil, water and agriculture to develop a participatory training process for developing a Climate Smart Agricultural Program specific to their local context.

The course includes an overview of climate smart agricultural practices complete with downloadable manuals and field guides for each technique. See the full syllabus.

 
Sincerely,

Tim Magee
Executive Director

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The Center for Sustainable Development specializes in providing sound, evidence-based information, tools and training for humanitarian development professionals worldwide. CSDi is a 501(c)(3) nonprofit organization.
 

Making Markets Work for Smallholder Farmers

One of the biggest challenges in development is helping people rise out of poverty by increasing their income levels. It’s very popular these days for NGOs to encourage community members to become entrepreneurs and to start businesses. The best people to mentor new entrepreneurs are successful, experienced businesspeople. They’ve learned through the school of hard knocks what works successfully and what things to avoid in starting and running businesses

Unfortunately, NGO field staff don’t necessarily have business backgrounds. Community members don’t necessarily have entrepreneurial drive nor skills. This isn’t a good recipe for rising out of poverty. I have frequently seen piles of handicrafts gathering dust in a warehouse that a well-meaning NGO staffer suggested that community members make—but that they were never able to sell. This creates a negative impact on the community for the time and materials they expended in the production of the handicrafts.

  In the agricultural sector, a solution to this over the past six or eight years has been to connect smallholder farmers to existing markets. The way that this is normally done is to facilitate a group of smallholder farmers into forming a farmers association. This allows them to have more power in sales negotiations, and it also allows them to produce as a unit a larger quantity of crops.

There are different existing markets—and buyers for these markets—in developing nations. At the top, are exporters and the owners of large national stores. There are buyers for these markets operating at different levels—from local farmers aggregating crops to wholesale buyers to food processors preparing food for export. Frequently these buyers don’t have access to sufficient quantities of produce to meet their sales opportunities. For them to be able to work with an association of farmers is a good opportunity.
 
Because of this, they will frequently invest in farmer associations by providing three important things:
 

1. Training in the production of an appropriate crop for association members.
2. The provision of inputs (such as seeds and fertilizer) and materials (such as tools, or poles and string for climbing crops) on credit to be applied to future sales.
3. Ongoing extension. Frequently, these large organizations have in-house extension agents which work with associations of farmers to help keep production levels and quality up.

The process for making these market connections is to begin forming the association. This might take six months because of the learning curve. The second step would be to survey businesses and buyers to find out who has a routine need for what types of products? The reason this is a good idea is because an association of smallholder farmers might not make the best decision initially on their own about what to grow. A simple survey can help them see what’s in demand and how much it sells for. Upon analyzing the information the association’s members can make the decision to approach one buyer or another to get started. In approaching the buyer, one of the things to discuss is what sort of training and support will the buyer be able to give to the new association.
 
In Guatemala, I have seen this work successfully in a number of situations both for export sales and for domestic sales to stores.
 
 

But there are also other markets available to an Association of farmers. The open air market in the next large town may have vendors which need specific crops. It might be an opportunity for the association to rent a stand in an open-air market to sell products that are in demand. Lastly, there may be strong need in their own community (or cluster of communities) for produce on a door-to-door basis. Consequently, a simple survey of local markets might be a good idea too.

I just read an excellent article published in Capacity.org. It’s titled “Making markets work for smallholders?” In this article, the authors point out a number of challenges with the market-based approach described above.  First, they point out that many organizations promoting market-based agricultural sales assumed that there are “inclusive” businesses that want to work with new entrepreneurs belonging to a new association. Some opponents suggest that this might be exposing small-scale producers to highly demanding and volatile markets.
 
 

The authors propose the concept of “producer agency”. The idea behind this is to facilitate an increase in the capacity of producers to make informed choices and to act on those choices—in an effort to deal effectively with sophisticated businesses promising access to new high value markets..

Many people in feel that the best way to develop small-scale producers is to connect well organized producers into trade arrangements with inclusive businesses where producers have a say in the trade relations. Otherwise, they feel that high-value market links can perpetuate top-down models of development in which farmers decisions are made for them by bringing producers into trading relationships under conditions of very unequal negotiating power and very unequal information.
 
The authors also point out that high-value export markets and cash crops could be being produced at the expense of staple crops, and at the expense of household and regional food security—and that “smallholders might be better off supplying the much larger domestic wholesale and informal markets.” Domestic markets may become increasingly attractive option.
 
 

The article concludes by re-emphasizing the importance of producer agency—”by agency, we mean the capacity of producers—as individuals and as organizations—to make informed choices in the face of external agendas and powerful actors, and the capacity to act on those choices.” Download a copy of the article here.

In summary, a market based approach to the sale of produce that is supported by strong farmer associations where farmers can make informed decisions and can participate at the bargaining table has a better chance of working for the benefit of the smallholder farmer. High-value export crops might not be the best decision for smallholder farmers—when there exist markets for traditional crops and staples, and when the provision of these crops can be in the support of local and regional food security.
 
Therefore, one of the best things a field practitioner can do would be to help strengthen a farmer association that they’re involved with and to provide them with information about both cash crop markets and local markets—and then let the members begin making informed decisions about their futures.
 
Sincerely,

Tim Magee
Executive Director

Be sure to visit CSDi’s Development Community. Join 700 colleagues in sharing resources & collaborating online.
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The Center for Sustainable Development specializes in providing sound, evidence-based information, tools and training for humanitarian development professionals worldwide. CSDi is a 501(c)(3) nonprofit organization.
 

GonoGobeshona: Solving Adaptation Problems Collectively in Bangladesh

Sajid Raihan, of ActionAid Bangladesh,  recently sent me their climate change adaptation newsletter—Climation. Sajid is the Manager of Climate Change Adaptation and Disaster Risk Reduction for ActionAid Bangladesh.

ActionAid Bangladesh started a new project a few years ago on promoting active citizenship through people’s (participatory) research—or GonoGobeshona. For them, people’s research is a process facilitating vulnerable people to come together and discuss their problems and identify their solutions; it is a means to empower themselves to analyze their own problems and think of possible solutions according to their knowledge and understanding.

The process begins with a participatory drawing of a social map indicating vulnerabilities, and the sources of vulnerabilities and disasters.

Upon completing a list, they prioritize one problem and analyze it using a Problem Tree where the root cause and outcomes of the problems can be identified. Then the team uses a Capacity Wheel To analyze the community’s own capacity to implement solutions, identify areas where they require support, and to make a list of the institutions that they could get support from.
 

The end result of GonoGobeshona is the community’s collective realization and ownership of the problem. GonoGobeshona enhances the communities capacity through active participation in the development process.

Says Sajid, “GGD members tend to have a bigger picture of what is happening, how, why, and their role as a community. One positive outcome is GonoGobeshona’s effect on community members level of understanding of climate change and adaptation issues. Members of these groups tend to be highly motivated and manage time to sit together and find out a solution to their problems through participatory research; they must establish themselves as the drivers of their own development.”
This newsletter also gave four examples of solutions to adaptation challenges including a micro-enterprise solution, the solution to a village’s water scarcity, advocacy for gaining support, and the reopening of a community clinic.
 
The newsletter concludes with saying that the GonoGobeshona”process envisages a community’s transformation from passive aid recipient to an informed proactive group of people who understands the dimensions of existing development challenge and possesses information, capacity, and the skills to tackle forthcoming uncertainties. They will welcome outside support but only if it aids in implementing their assessed solution and accept their role as think tank capable of thinking globally and acting locally.”

I was very impressed when I read this newsletter because it clarifies many of my own thoughts about community-based adaptation to climate change. The writing is clear and the philosophy is very sound. I can’t recommend this report enough. You can download Climation here.

Sincerely,

Tim Magee
Executive Director

Be sure to visit CSDi’s Development Community. Join 700 colleagues in sharing resources & collaborating online.
Like us: CSDi Facebook.
 
Would you like to subscribe to this newsletter?
 
The Center for Sustainable Development specializes in providing sound, evidence-based information, tools and training for humanitarian development professionals worldwide. CSDi is a 501(c)(3) nonprofit organization.