SPECIFICITIES OF DEMAND FOR MANAGERIAL CAPACITY BUILDING IN THE AGRICULTURAL SECTOR IN BENIN François AKOUTA Organizatio

1. Eminence SPECIFICITIES OF DEMAND FOR MANAGERIAL CAPACITY BUILDING IN THE AGRICULTURAL SECTOR IN BENIN • François AKOUTA OrganizationalDevelopment Consultant October 2012 Silver Springs Hotel, Port Bell Road, Bugoloobi, Kampala (Uganda)

2. Presentation Plan • General ideas • Specifities of capacity building needs in the agricultural sector • Capacity building strategies? • Recommendations?

3. General ideas The development of skills in rural surroundingsislinked to the classification of farmers, to theirneedcs and the available training opportunities. In generalterms,farmer classification varies depending on the following: • The means of production,

4. General ideas • the purpose of production, • the basic educationlevel • group dynamics. • Takingintoaccountthisdiversityis a key factor in analyzing the adequacy of capacity building vis-a-vis the actualneeds. • NB: Here « needs » refers first and foremost to non financial and thenfinancial services

5. Classification of Farmers • According to ‘’structural ’’ classification, the followingmaybeidentified:

6. Demandspecificitiesaccording to farmercategories • The needs are: individual, collectives in the case of creating group dynamics, value chains or sectordevelopment and according to the followingcategories: • Micro • Small scale • Medium • Industries

7. DemandSpecificitiesaccording to farmercategories • For purposes of development, all farmercategorieswouldlike to tobesupported for better management of theirfarms. Especially in terms of: • Masteringvarious business functions ( finance, efficient and effective production, supply of rawmaterials and equipment, management of stock, mastering the marketthroughvarious marketing components ( packaging, etc..) humanresource management withtoolssuitable for theirlevel of education • Make business plans for mobilizingfundsrequired for theiractivities.

8. Demandspecificitiesaccording to farmercategories • How to share costs and share expenses • Masteringnegotiation, advocacy and lobbying techniques, succeed in farmer groups • Information and opportunity sharing • Sector and competition monitoring

9. Training shortcomings in the sector • Preconceived modules, not adapted to the actual needs • Non sectoral approach • Lack of properanalysis of farmers’ needs • Difficulty in encouragingfarmers to freely express theirneedswithoutfear • Needsassess-ment • Training Preparation • Monitoring • Implementation • No follow-up on skillsimparted by trainers • Absence of an appropriate training plan • Modules that do not match farmers’ realities: time, venue…

10. weaknessesrelated to farmers’ capacity to express demand • Farmers are not always able to express their management capacity building needs; • Theyoften ignore and/ or do not know thatacquiringskillsisalsoinvestment for the development of theirfarms. • Existence of severalmethodsdeveloped by technicalpartnerswithout consultation.

11. 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 similaractivitiesduringperiods of lowactivity • Study tours to demonstrationfarms • Individual on-site coaching on specific modules according to a capacity building plan • Put in place monitoring mechanisms

12. Strategies for capacity building • Education through the classiceducation system: coupledwith dual or alternate training • For farmcreatingbearers, concurrentlywithtechnical training • Farmschoolswithdefined modules and refresher courses throughin-service training depending on farmercategoryusing the BIT methodology: ‘’BETTER MANAGEMENT FOR YOUR BUSINESS ’’

13. RECOMMENDATIONS Rôles of variousactors in capacity building for agribusiness Management

15. Roles At BDS level • Carryout proper assessment of training needs • Prepare modules taking into account farmers’ needs and testing them before their widespread application • Advocate for reorientation of capacity building strategies in a sustainable and systems approach involving farmers’ associations

16. Roles of Governmental Authorities • Implement agricultural capacity building policies at national level • Sector and systems approach to capacity building instead of parcel approach • Setting up benchmarking platforms • Advocacy for coordinating donor support for capacity building • Strengthening information sharing tools and agricultural and business opportunities

17. Roles of sector partners • Encourage formulation of national capacity building policies in a sector and systems approach instead of a parcel approach • Support post training monitoring of farmers for better application of acquired knowledge.

18. Roles At Farmers’ Level • Aim at creating farmers’ professional associations to carryout advocacy and adjust governmental programmes to fit the realities of rural enterprises.

19. Thank You !