linked local learners - linking learners fileisg linked local learners workshop, nyeri,...

I S G L i n k e d L o c a l L e a r n e r s w o r k s h o p , N y e r i , K e n y a , N o v e m b e r , 1 9 9 8

Nyeri Multi-Stakeholder Learning Workshop Proceedings of 88

LINKED LOCAL LEARNERS MULTI-STAKEHOLDER WORKSHOP

17th – 27th November 1998. Green Hills Hotel, Nyeri, Kenya.

Workshop Objectives. To develop a common understanding on Learning approaches

To define learning needs

To identify learning partners

To develop the indicators for tracking performance

To set directions for future work

To gain skills in facilitating discovery learning processes

To identifying continuing roles for the Core Group and ISG



Workshop Proceedings

CONTENTS Introduction

Part 1. What is the Present Situation Part 2. What are the Desirable Futures

Part 3. Indicators and Criteria for Agreements

Part 4. What are the Consequences

Workshop Follow up and Evaluation

List of Participants Acknowledgements and Credits



Introduction

CONTENTS

Welcome

Who are we?

Workshop in context

Stories of experiences in participatory development

Expectations and reformulation of learning objectives



ACTIVITIES FOR WEDNESDAY 18TH NOVEMBER Time Activity Organisation Materials Learning objectives 8:30 Registration Participants register at

entrance to plenary hall Registration Form

9:00 General welcome

Welcome in plenary by Isaac Bekalo

Getting to know each other

9:15 Introductions “WHO ARE WE?”

Personal introductions by “bean game”

Beans seed exchange

10.00 Tea break 10:30 Welcome by Nyeri hosts

Welcome by Working group OPENING by the Provincial Director of Extension

Representing the Privincial Director of Agriculture

Extension is aware of the need for a holistic, common approach to service delivery, and endorses the workshop.

11:00 WHY ARE WE HERE? ISG presentation by Clive Lightfoot

Overheads Objectives slide Workshop structure Groupings

Preliminary ideas on what is Linked Local Learning. Starting to discover what we will learn and how we will do it.

13:00 Lunch Break 14:00 Sharing of experiences by ISG

Plenary session Malawi experience Philippine experience

Overheads and/or flip charts

Showing different ways of dealing with resource management and the actors involved in it.

14:45 Kenyan Experiences,

Plenary session (Linette Obare, Michael Kibue)

Overheads and/or flipcharts

Refecting on experiences in participatory development and understanding strengths and weakness

15:30 17:00

Brainstorming on expectations and reformulation of workshop objectives Reflection on first day

Plenary session initially, then in peer groups, facilitated by Clive Lightfoot

Cards, flipcharts Voting evaluation

Reworking and agreeing on learning objectives Learning how to set up the introductory part of a workshop



Workshop in Context

Several East African countries are decentralizing and privatizing public support services. In addition, governments want to encourage farmers, local people, NGOs, private sector etc. to have a say in this process with the objective of helping them to develop sustainable rural communities. This approach to decentralization can only be successful if learning new ways of doing things becomes the key principle driving this process. Local people, community organisations, district governments, service providers, and national agencies will be learning new roles. This will lead to new partnerships and linkages between public and private sectors. Actors involved in decentralization processes need ways to learn from their new experiences. They need to be able to assess each other's performance to ensure that partnerships operate on a sound basis and lead to wise use of resources.

Decentralization policy also raises some hard questions. Will poorer farmers be left out as government support services are privatized? Will local stakeholders (local organizations, farmers, NGOs, donors, traders, the private sector, etc) have a say in what their future roles will be? Will natural resources be maintained for future generations? These questions provided the background for ISG's exploratory visits to Kenya, Tanzania and Uganda in May 1998. In each country, ISG consulted a wide variety of organisations at national level to see if the idea of multi-stakeholder learning groups would be an acceptable entry point for local participation in the decentralization process. In all of these countries, organisations at national level expressed keen interest in testing out this approach. They saw the potential for developing a framework for people's participation in contributing to policy issues surrounding the decentralization debate. Kenya was the first country to express the wish to test out the efficacy of learning groups. At ISG's final meeting in Kenya in May 1998, a Core Group was formed of 16 organisations and individuals from the public and private sectors. Such a multi-stakeholder Core group represented a coalition of institutions and actors that rarely work together. A further key to the eventual success of this Core group was the inclusion of farmers. These provided the essential links from national to district and location level. A small task force or working group was mandated to seek a suitable district for a multi-stakeholder workshop. ISG was invited to return to Kenya in November 1998 to facilitate a workshop on "linked local learning" in Nyeri District. Farmer members of the working group led in sensitizing local communities and stimulating their interest for this venue. The focus was:

To explore what might happen if, for example, traders, village groups and other rural stakeholders were more involved in designing support services.

To analyze and compare how different actors relate to each other and exchange information.

To develop processes and techniques to assess the impacts of decentralization on the poor, on women, and on the environment.



Participant Experiences with farmer participation in development. Conflict between NGO and local people with regards to rehabilitation water resources; the NGO learned to incorporate people’s views on water resources. LOCAL PEOPLE WERE CAPABLE TO NEGOTIATE WITH NGO TO ACHIEVE WHAT THEY WANTED

Market link where farmers’ concern about roads local people involved local administrators to agree on how to repair the road by working together. There is pride in the accomplishment. LOCAL PEOPLE CAME UP WITH SOLUTIONS TO OWN PROBLEMS AND COMBINED STRENGTHS TO ACHIEVE THEIR GOALS.

In Othaya, the people negotiated with the water engineers, and used their own methods of digging because they could not afford the pipes. LOCAL PEOPLE ABLE TO MAKE IMPROVEMENTS USING THE KNOWLEDGE THEY HAVE ABOUT THEIR OWN ENVIRONMENT.

The continuity to sustainability the community organizes itself and involves the administrators. STRENGTHS OF LOCAL PEOPLE TO KEEP THINGS GOING. THE MINISTRY HAS DIFFERENT OBJECTIVES. DIFFERENT STAKEHOLDERS HAVE DIFFERENT OBJECTIVES.

Liberalization of dairy industry has led to higher input prices and lower sale prices for farmers. They are seeking feeds from local materials grown on their own farms. The farmers treat their own animals with their own knowledge to avoid using expensive drugs. With regard to marketing, the farmers are no longer selling milk through the coops, or the KCC, but directly to the consumer. THE USE OF LOCAL INITIATIVE TO SOLVE THE PROBLEMS WE CURRENTLY HAVE.

Problem of seeds and foodstuffs – problems of manufacturers putting seed on the market for testing – indigenous food crops are being pushed out by influx of new varieties of crops etc. that are not appropriate for the local environmental conditions. Outsiders should accept that local foodstuffs are just as good, nutritious etc. as new varieties of crops. Commercial cash crops are pushed at the expense of indigenous food crops. OUR TRADITONAL VARIETIES OF CROPS SHOULD BE INCORPORATED WITH THE NEW BREEDS.

Ministry of agriculture worried about a certain technology being given to farmers. They found farmers were not adopting a certain technology i.e. planting red cabbages widely apart to get large-headed cabbage. Extension wondered farmers were not adopting the correct spacing. However, by planting cabbages close together, farmers grew smaller-headed cabbages, which were more marketable than the large ones. IMPORTANT TO CONSULT FARMERS AND TRADERS WHEN PLANNING EXTENSION ASSISTANCE.

In Kenya, linkages in are strengthening between farmers and research institutions. For example, farmers in the local area were contacted research people about cassava and other varieties of vegetables. The research institutions introduced new varieties of sweet potato etc. that were very successful GOOD LINKAGES ARE IMPORTANT BETWEEN FARMERS AND THEIR SUPPORT SERVICES SUCH AS RESEARCH AND EXTENSION



Participants expectations

Stakeholders Striking a balance between all stakeholders Identify real stakeholders Identify the roles of each stakeholder My role as a stakeholder

Sustainability Identify systems of sustaining the linkages Establish a permanent linkage system Sustainability of linked local learning Sustainability of linked learning process

Policy How to reduce middlemen in the implementation of projects How to strengthen the linkage between farmer and policy makers Farmers to advice policy makers on their failures To learn the linkage of important of policy holder Linking the stakeholder and policy makers Letting community policy makers listen to each other

Monitoring and evaluation Identify ways of monitoring and evaluating linkages How to develop common indicators of success How to monitor and evaluate impact of workshop Visualize change What will be the indicators of an already established local linkage network Be able to track change

Skills Come up with a way of advice to the farmers on how to help themselves Enhanced skills in linked learning Be able to communicate effectively Is to learn good skills of facilitate learning Empower local communities to initiate the process Be better in time management To gain skills in involving more stakeholders To gain skills to effectively involve and bring together all collaborators Learn tools of problem identification Geared to high quality customer service delivery Acquire skills to organize similar activity at local level Be able to develop tools for local linked learning Building capacity in linked local learning How to identify a stakeholder How to stakeholder analysis

Linkages Linkage of the producer with the market Establish the linkages that exist between the stakeholders Linkage between the stakeholder and the donor community Why have we not been linking locally and why do we think it is possible now? Who should initiate the linkage Linking the market with organically produced products To develop a common vision of linking with the other stakeholders To link farmer to farmer relation due to extension services failure To learn the role of the farmer and the government Learn hoe to break the barriers between various stakeholders Networking of experiences in linked learning Be able to create rapport between the farmers and change agent To use LLL approach in community projects Channeling of our opinions to prompt action



PART ONE – THE PRESENT SITUATION

Finding out what is the current status of our resources

Communicating the past and present situation that farmers face

Discussion of presentations about the present and past situations

Identification of the major ‘burning themes’

Presentation by organizations about their goals

Finding out who was involved in managing the ‘burning themes’

Identification of actors involved by major burning theme

Exercise on network diagrams and discussion of results

Field visit for sharing findings

Reflection on Part 1



ACTIVITIES FOR THURSDAY 19TH NOVEMBER Time Activity Organisation Materials Learning 08.45 Review of the feedback and re-

organization of the Workshop Plenary session introduced by Clive Lightfoot.

The workshop can be re-designed.

10.00 WHAT IS HAPPENING TO OUR RESOURCES? What was it like in the past, and what is it like today?

Groups working in groups by farm community (facilitated by Reg Noble)

Flipchart paper and pens

Inventing tools for reviewing the past.

13.00 Lunch Break 14.0018.00

Presentation of the Group work Groups make their presentations (5 groups)

Flipcharts: Diagram and charts

Communicating the past and present situation that farmers face.

ACTIVITIES FOR FRIDAY 20TH NOVEMBER Time Activity Organisation Materials Learning 08.30 Program for the day

Review of previous day evaluation Presented by Isaac Bekalo Facilitated by Lynnete Obare

Mood Barometer

09.30 Identification of the ‘burning themes’ from the farmer group presentations

Facilitated by Andrew Rianga Walk about to look at the maps and charts; Cards

Identification of major topics and grouping them

10:30 Tea break 11.00 Reflection on the tools used and

developed the previous day Work in groups facilitated by John Adede

Blank tool form used to record steps and reasons for using the tool; digital camera photos

Recognizing the steps that were covered when preparing the diagrams and maps of past and present situation of the resources

11.30 12.00

Reflection on the expectations that have been addressed

Volunteers from the groups choose cards and explaing to the group why that expectation has been addressed

Cards with expectations

We are making progress already.



ACTIVITIES FOR FRIDAY 20TH NOVEMBER (continued) Time Activity Organisation Materials Learning 12:00 Introduction to stakeholder

analysis Facilitated by Ricardo Ramirez in plenary; split up into groups of Institutional actors to describe Goal and changes; and into Farmer groups to identify stakeholders that have made a difference each major ‘burning theme’.

Flipchart paper and pens

Organizations learn to communicate their Goals, their job descriptions to farmers

13:00 Lunch 14:00 Continuation of group work by

institutions; Farmers are introduced to linkage maps

Facilitated by Annemarie Groot, Reg Noble and Ricardo Ramirez

Photocopies of Philippines and Ethiopia linkage maps

Stakeholder and relations can be visualized.

15.30 Presentation and sharing of information on actors and mission statements

Isaac Bekalo facilitator for the presentations and discussion Reflection by Annemarie Groot

Flipchart overhead Identify degree of overlap between objectives of support services and resource type management.

16.30 Presentations by institutional groups -Government

Plenary session followed by discussions

Charts, lists, Venn diagrams, overheads

How to visualize stakeholder relationships Analyse patterns of communication

17:00 Tea break 17:30 Presentations by institutional

groups- Government (continued)

18:00 18:15

Evaluation Facilitated by Godfrey Kariuki Evaluation form Collecting some comments on the day.



ACTIVITIES FOR SATURDAY 21ST NOVEMBER Time Activity Organisation Materials Learning 08:30 Review of evaluation results.

Presentations by institutional groups (continued) – Private sector and NGOs Discussion on presentations

Facilitated by Francis Shao Plenary session followed by discussions

Summary of positive and negative feedback Charts, lists, Venn diagrams, overheads

How to visualize stakeholder relationships Analyse patterns of communication

09:30 Discussion of where we are at, what can be expected

Plenary facilitated by Isaac Bekalo

10:00 Preparation for field visits Plenary facilitated by Annemarie Groot

Planning to interview stakeholders in the field

10:30 18:00

Field visits to Gitugi Resource maps, charts, network diagrams



ACTIVITIES FOR MONDAY 23RD NOVEMBER Time Activity Organisation Materials Learning 08.30 Summary of what ISG is all about

Announcement about giving evalutaion form to Tanzania group

Plenary presentation by Clive Lightfoot

Flipcharts What ISG does, what it does not do

09.00 Stakeholder analysis: starting from where we left off on; Review about how to draw a network diagam

4-5 Mixed groups update invetory of actors with input form the organizations and the field work; Revise network diagrams (for particular issues) Ricardo Ramirez

Network diagrams Actors overlap

10.30 Tea Break 11.00 Presentation of network diagrams

Plenary comparison of diagrams facilited by Ricardo Ramirez

Network compared in plenary

11.45 Identify the linkages that are good and bad. Criteria.

Discussion in groups to elicit the criteria behind good linkages. (Facilitated by Reg Noble)

5 cards per group with criteria

Good linkages work for a reason, and identifying the reasons (criteria) is a step towards developing better linkages in the future

13.00 Lunch 14.30 Identify the linkages that are good

and bad Plenary session facilitated by Lynette Obare

Grouping of cards

15:00 The common element in all linkages is information exchange

Plenary discussion (Ricardo Ramirez)

Information/expertise can replace extension and all stakeholders can take on information roles

15.45 Tea break 16.00 Tanzanians report on evaluation

Presented by Francis Shao

17.00 18.00

Reflection on the tools used Annemarie Groot Nyeri 2 and Nyeri 3 tools



Reflection on Part 1. Present Situation

do you consider the activity with the different steps important?

what do you think of including a field visits in it?

what methods or tools were used in the different steps? what do you consider strengths and weaknesses in assisting you to carry out the activity?

what do you see as preconditions for using the tools to carry out the steps?

what was good about this activity and what could have been improved?

what would you have done differently if you were to carry out this activity in your own working situation?



What is the present situation of our natural resources The Changes Comparing situation from 1960 (independence) to date. Landholding (the deciding factor):

5 acre plot in 1960, mixed farming, people were eager, there was no labour problem today, the plot is divided into the children; only coffee, tea and pyrethrum area is the same, farmer plots were subdivided; the result is decline The former extension system was effective, and even with a shift to intensification (zero grazing, and AI) worked. As divided land, the production of food dropped and more coffee was planted. But farmers had to import food from other provinces. Migration to urban centres

Poor road network Trends with liberalization:

Low production in dairy: the free market has left farmers at the mercy of the hawkers that offer low prices and this weakens the cooperative. Freedom should have control measures: farmers need a fair playing ground. Increased input prices

Prices of tea, coffee and milk (tea has risen, coffee and milk has dropped). The coffee act limits who once sells coffee to. Food crops are bought from other areas.

The Causes Population increase and farm size decrease Inaccessibility of AI services, privatized and expensive; this high cost results in inbreeding Poor returns as a result of high cost of farm input pricing and the marketing Negative attitude to farming Poor road network Liberalization Bad agricultural policies Corruption and political will lacking for agricultural improvement Insufficient credit, high cost of borrowing



Questions and Answers In the 1960 and 1970 the production went up; and you mention that the extension services were very active, but since then not, what has happened? There was stamina and confidence until 1980, they were trust-worthy. Since then, the corruption and lack of political led to the scarcity staff (1 extension staff for 600 farmers in Tetu). Who will take over? Government took off subsidies to services. The T&V led to having 2 extension in each sub-location. You are well involved, you are very progressive. We had the contact farmer. The programmes depended on the donor. Now we do the group approach; the ratio now is so high and those who are there. If I am sure that my boss will not have fuel, and if I commit my money to use as bus fair, there will not be any reimbursement. That is the situation of the extension service That is what I said about corruption: the money from the donor did not go where it was needed. The field staff were working hard, the corruption was higher up. The passing of the buck to the donor by the Extension man We must start a dialogue. How can we help ourselves? How do we link with the government? Who will represent the farmers at the policy making? What you are hearing is the farmers’ position. We don’t agree with it all. Is there a forum for harmonizing the perspectives? Can you explain how you see liberalization It is positive in terms of freedom, but it was excessive. We are getting dumping of wheat and maize. In dairy, the big people import the powder from abroad. If there were control measures, would we need to import? Sugar industry: the sugar is being imported, when we have the potential in Western Kenya. Those farmers are now begars. Excessive freedom. In this country most of what we do is donor driven. We are not on our own. T&V we did, even without understanding. Liberalization is a ' animal’, but how do we help our farmers respond? I agree with the need for self-help, even if starting may need a little money from the donor. We should not run the country as if it is going to end.



Reflection on visualizing the present situation Be able to track change: Since yesterday and since the groups were formed – first thing, we went back to look at the history – we were able to track change and who was responsible – so history pictures and trend diagrams were useful – helps to understand if changes are for the better or the worse. Be able to develop tools for local linked learning: Gov’t; feels that he has gained skills for LLL – enabled him to be in a position to understand the stakeholders problems and who was involved – if I want to make a linkage with NGOs, farmers etc. – we have to have an understanding of the tools to be used for communication – it helps to form a linkge. To learn good skills in facilitate learning Acquire skills for facilitation We ere able to acquire group thinking and conceptualize what has happened over time – by being together putting thins together in pictorial form – we have acquired skills in understanding how to facilitate a group also gained learning tools Come up with a way of advise to the farmers to help themselves Yesterday’s exercise, we ere able to identify our problems in the field which means that it becomes easy to find solutions – group members were able to identify causes for the problems – hence the ease of coming up with solutions with the appropriate steps to take. Visualizing change/identify the roles of stakeholders Very sad when I left the workshop – who was the stakeholder? – I feel that I am beginning to understand what is happening – we must ask questions because we are in the middle of the controversy and I realize I need to ask questions – stakeholders are farmers, gove’t etc. I am happy that we are visualizing what are our problems etc – bringing all of us together to see each other situation

Common Burning issues

Depletion of natural resources Decrease in market trends in farm produce Poor soil management Deforestation Poor government policies Poor extension Service Population increase

Extension problems Policy problems extension/liberalization Farm size decrease Political will (Corruption) Policy making Liberalization Corruption



What is the present situation of our Support Service Organizations The Ministry of Agriculture Main mandate

To achieve sustainable food security for all Kenyans. To provide everyone with enough healthy food in an ecologically way.

Other objectives To promote agriculture development which will leave to full self sufficiently To promote environ sustainability To improve women economically To provide balance in feeding

Set up of Ministry Minister – PS – Different dept directors – Professional officer - District office - Divisional Office - Location office – Extension Unit – Farmer

Roles of the Ministry To do extension – get information from manufacturers of seeds, feeds, etc., Universities, Private companies, NGO, Individuals, Researchers District level will now be the focus for general administration of the ministry. Policy formulation and analysis at HQ – planning officers at this level – need information from field to develop policy. We do not deal with implementation Budget preparation: each ministry allocated money and then some people decide where money goes (PS - HQ). Maintaining agriculture data bank: the data is used for informing donors etc. of agriculture (HQ). Project planning, monitoring and evaluation – (HQ)

How has liberalisation affected extension The new entrant in the agricultural market doesn’t involve agricultural extension staff. The concept of liberalisation was not fully understood by stakeholders (staff, farmers, businessmen etc.) Job security has been threatened and therefore lowering staff morale. Liberalisation has introduced loopholes thus encouraging dumping. This has led to farmers not getting good returns, hence the don’t value our services. Affect of liberalization: There were until recently, policies hanging over from the 1960s etc. which did not apply. For example, coffee act is a problem and the policies are outdated. There needs to be a review of current policies in agriculture. The role of government has been reduced to regulatory role. ASIP was formulated to address this problem of designing policy based on stakeholder consultation. There is a lack of policy in new areas and there are no policies to guide the government in e.g. natural resource management etc. New environment policies needed. Inadequate knowledge: there is no information in the new areas, which are coming up. Private sector is taking over many services from government e.g. marketing. We have powers but we are restricted depending on which level you are at. Policy issue: Problem is the political will – policies are enacted by parliament and often good policies flounder in there.



Private Sector - Savings and credit society Structure of the society General member (those are the ones who own the society) – AGM/ADM (annual delegates meeting – elected by general members – supreme body) – Board member (selected by ADM – elected for 3 years and set policy) – General Manager (secretary to Board and implements policy) – Other staff

Goals of the job Mobilse savings and give loans Educate members Train board members to make better decisions Train staff to give good service to members Have many links to other societies, rural banks etc. Do not deal with members directly – have to see there is enough liquidity for society work – deal with clerk who meets clients

Liberalisation issues Before most societies dealt in traditional way – now staff need more training to cope with changes. The delivery of service is very important, you must be efficient as there is competition with other financial institutions. Societies can invest in a wide variety of financial areas so need to satisfy members. Marketing of the society is very important so we have to member recruitment drives. Members also want better returns on their investment. Identifying effective methods of educating members from surveys, it was obvious that members were not well informed and there is great need for this. Liberalization also pushes us to adopt new technology i.e. computers. In the management of the society powers have been passed to members from government so knowledgeable board members are needed. Societies have to cut costs and maximize returns. Well informed members. Liberalization has split of coop societies with some non-viable. Market trends have weakened some primary societies, resulting to weak capital base for the societies.



NGOs Goal To improve the quality of life (poverty alleviation, through community development through community development for sustainable development

Role Our major role is to service our clients such as grassroots communities, CBOs, Extension workers, Churches, and Government departments.

Effects of liberalization on NGOs Competition for funds and recognition has intensified. In addition to liberalization this is also a result of national economic constraints and even global economic recession and donor fatigue. Now responding with partnership in project implementation as there is still an increased demand for extension service. Liberalization is having a negative impact on our practical interventions at the community level.

What is the present situation of linkage between organizations



Network diagrams Like all our tools this is not a description of actual facts but a tool for learning and negotiating new linkages. Network diagrams tend to be very complicated but the do provide a story that we rarely manage to tell. Even though they are complicated they are of use. In every network diagram there is always something new - people start discovering new organizations. We assumed we know these things but this is not true. Time and patience is needed to understand these linkages. The diagrams show a story but not necessarily the correct one it is just peoples perception. And rarely do many actors have a common perception. One advantage of maps is that they show the whole picture and new actors appeared on maps which people in the groups did not know about. About linkage criteria Linkage criteria need to go beyond “strong” and “weak” linkages. One can start by listing the things that are good about the linkages and identify whether there are any common themes. Once common themes are identified you can then think about organize the reasons why they work. These reasons can be organized into criteria that make a linkage function. Criteria identified • RELEVANCE PRACTICABILITY, VARIABLE SERVICE • ACCESSIBILITY PROXIMITY & COST • AVAILABIITY • COMMUNICATION & INFORMATION & TRAINING, POSITIVE INFLUENCE • COMMON INTERESTS / BENEFITS), SIMILAR ACTIVITIES, COMPLEMENTARY ROLES • EFFICIENCY EFFECTIVENESS • TIMELINESS • TRUST • ACCOUNTABILITY, TRANSPARENCY • WILLINGNESS, COMMITMENT, DEDICATAION, DETERMINATION, RESPONSIVENESS, MOTIVATION



Reflection on Part 1 - Participant Expectations that have been Met Comments from Government Why have we not been linking locally, and why do we think it is possible now - Representatives from different groups are here, we have been able to communicate, and to hear farmer problems and organizations have been able to defend themselves. There is now a better relationship, more patience, after this forum.

Identify problems faced by the stakeholders. - We have identified the problems, this was my major aim.

To learn the role of the farmer and the government. - I know that the farmer now has a clear knowledge of the role of the government, there has been some trust built.

How to identify stakeholders. - As a Government officer I was not that clear on who affects agriculture in Kenya, who is where and who informs who.

Comments from NGO's Problem identification. How to do stakeholder analysis. - These two tools have built my capacity on linked local learning

Establish the linkage that exists between the stakeholders - When we identified what makes links work and what does not, we could track and establish the strong links that can be sustained.

How to monitor and evaluate impact of workshops - We have been using these tools, we have been trying to get it right from the participants and hearing from the facilitators who check about what we have been learning

Visualizing change. - The diagrams of the way we were, and how we are now, sank well.



Comments from Farmers Understanding linked local learning - When I came first I was confused. The second day I was lost. The third day I was sad. Now I understand the purpose of a partnership is when it is open. Sustainability of linked learning process - How to we maintain the learning process

Learn how to think - We did not have coordinated thinking.

Farmer to advise policy makers on their problems - It is time to determine that the entire system is at fault, how do I now advise the minister.

My role as a stakeholder - My best option is to link with other farmers and the private sector, not the ministry.

How to strengthen the link between the farmer and the policy makers - I am learning how to link the farmers and the Nyeri union.

Empower local community - I have learned a way to empower my own community, I now know how to empower my own community to take over their own.

Identify the role of each stakeholder - Before as a farmer we were isolated, we got other farmers talking about things like the BBC, this workshop makes it clear we are the stakeholders and who we can approach , who is who, to get information.

I felt inferior when I came. I thought I was coming from the superiors. Now I see we are partners in work. - Knowledge is power and power is wealth.

Be able to develop tools for local linked learning - We have implemented these tools.



Tool: RESOURCES MAP What is it is used for:

To enable participants to understand how to visualise their farming environment as a whole

Steps Guiding questions

Ask a group farmers to walk you through their farm lands and describe which natural resources are the major resource types

What are your major natural resources and what do

you call them in your local language?

Back in the village, ask the farmers to draw a baseline map of their farmlands either on the ground using local materials, or if they feel comfortable, with paper and pen

Where is north, or where does the sun rise? Once indicated, ask “where are the major landmarks such as roads, paths, rivers, hills etc. in relation to the compass mark?”

Once the major landmarks are drawn on the map, then ask the farmers to indicate the major natural resource types, their local names and what they are used for.

Where are your major resources on your map? What are their names? How are they utilised?



How would you use it:

This is a learning tool for communities and their outside support groups which enables a) each to

visualise natural resource types, b) find a common language for communication about resource

management. Thus maps serve as an instrument for discussion of community issues concerning

natural resources but also can serve as a medium for looking at issues of health, education, road

infrastructure etc.

Cautionary Notes:

Participants should be fully representative of the community. Men, women and children should

contribute to the drawing of maps. Often the natural resources that are important to women are

different to men. Woodland resources may be very important to women in terms of firewood

supply, food supplements etc. whereas land to grow cash crops may be important to men. When

eliciting names for major natural resource types, you should verify the names with as many people

as possible.

Tool: RESOURCES TYPES



What is it is used for:

To draw up a diagram of local (indigenous) natural resource types, their characteristics and how

they are utilised.


Ask farmers to decide which are the major resource types on their maps and represent them in a simple drawing.

Which are the main resource types? What are their

main characteristics as regards soil, water etc.? How

do you utilise them on a seasonal basis?

Draw the amount of recycling that occurs between resource types.

What resources are recycled between resource types, if any?

Note: that this diagram will be redrawn later to brainstorm new possibilities for increased recycling.




This tool enables participants to visually understand the importance of linkages and resource flows

and introduces them to the idea of a farm as a system of interlinked units.

Cautionary Notes:

Ensure that diagrams are drawn in a form that farmers understand i.e. that the farmers use their

own symbols for the resource types. Make sure that recycling arrows only indicate movement of

resources between resource types and not input/output such as cash sales to market or external

fertiliser input.



Tool: ACTOR IDENTIFICATION BY MAJOR RESOURCE What is it is used for:

To identify the major actors who have had an impact with regard to each resource, and to learn

what are the farmers’ major objectives for each resource


Draw matrix with three columns

List the major resources on the first column What were the major resources described from the field visit?

On the second column, write in what are the farmers’ major objectives for each resource

Is the resource used for food security, for growing cash crops?

Make a drawing or write the name of each actor on the third column. Fill in the row for one resource at a time.

Who has brought new ideas, input, technical information or market opportunities for this resource?




This tool can be used for other issues that are important to rural communities, such as health and

sanitation. Lists of actors can be described for specific resources such as drinking water or

around concerns such as child immunization. The tool is useful for rural communities to summarize

information about those actors that they have already listed from their collective memory.

Cautionary Notes:

The list of actors is useful to stimulate a discussion about actors’ roles and what it is they

contribute for each resource (information about prices, new varieties of plants, ways to harvest

and store, access to credit and markets). The list is never complete; it only shows who have been

the major actors.



Tool: MATRIX OF KEY ACTORS AND SERVICE PROVIDERS What is it is used for:

To describe each organization’s objectives, and to see which are shared between key actors and

where objectives might conflict.


Draw matrix with the pairs of key actor down the left hand side

What are the major organizations present and how do they compare with farmers? (Governmental, private, NGOs, research, extension.)

In the second column, organizations are asked to describe which objectives conflict

What is the organizations objectives that conflict with that of the farmers

In the third column, organizations are asked to describe which objectives are shared.

What objectives does the organization share with farmers?

[Additional dimensions may be added later.]




This tool can be used to help organizations make their objectives clear to the others and to find

out which of their objectives conflict with that of the community and which of their objectives

are shared with the community of farmers.

Cautionary Notes:

The matrix is a summary of information about the overlap between the objectives that matter to

farmers and the roles of the organizations that provide inputs or services. Desirable future roles

by these organizations or by others will be addressed later.



Tool: MATRIX OF SERVICE PROVIDERS What is it is used for:

To describe each organization’s objectives, and to see which resources they relate to.


Draw matrix with the name of the organizations on the top row

What are the major organizations present? (Governmental, private, NGOs, research, extension.)

In the second row, organizations are asked to describe their main goals.

What is your organization’s purpose?

In the third row, each organization is asked to mention the resource types that the organization deals with.

Does your organization deal with the resource types identified in the Resource Management Pictures? (see handout)

[Additional dimensions may be added later.]




This tool can be used to help organizations make their objectives clear to the others and to find

out which of the resources that matter to farmers are being addressed by the organizations.

Cautionary Notes:

The matrix is a summary of information about the overlap between the resources that matter to

farmers and the roles of the organizations that provide inputs or services. Desirable future roles

by these organizations or by others will be addressed later.



Tool: NETWORK DIAGRAM What is it used for:

To visualize the networks of actors who have had an impact on the basis of each resource.

Steps Guiding questions Draw a diagram with the major levels where stakeholders work from, that is, where they belong.

Are the major levels: DISTRICT, DIVISION, LOCATION and SUB-LOCATION? If not, redraw.

Refer to the matrix “Actors by major resource type” (see Handout) and, one by one, begin by classifying the actors. Draw circles around all the actors who are the same. We will continue drawing colour circles until we have all the actors classified into actor types.

Example: Let us identify all the farmers on the matrix from the same LOCATION by drawing a circle of the same colour around them. For farmers from other LOCATIONS we will use circles of another colour; for traders and middlemen we will use yet another colour.

Draw each actor type in the diagram according to where they belong on the levels. We will continue drawing colour circles representing each actor type on the diagram until they are all shown..

Example: If we have drawn a red circle around all the farmers from the same LOCATION, let’s draw a single red circle at the LOCATION level of our diagram..

Draw a line representing a linkage (a relationship) between each type of actor.

Example: Farmers from one LOCATION often exchange seeds with other farmers. Let’s draw a line between the circles representing farmers from different LOCATIONS.




The tool is useful to visualize the networks of actors that have made a difference in the

management of a resource. It can be used to visualize networks of actors who have contributed

information or inputs around other issues, such as health, education, or transportation.

By comparing network diagrams about different resources, we begin seeing which services have

had more support from different organizations than others, and where that support has come

from. The network diagram is a useful communication tool to use when meeting with other actors.

Cautionary Notes:

The diagram only shows those actors who have made a difference and the linkages (or

relationships) among them. The diagram does not tell us much information about the kind of

linkages; but is does help us see the general pattern of communication about who has been

communicating with who most regularly. The diagram is never perfect; it is a visual story.



✔ Evaluation

✔ IIRR presentation

✔ Criteria for linkage performance: review

✔ Visioning a desirable future with a resource map

✔ Peer group analysis of information needs to achieve the future

✔ Desirable future linkage map (new linkages, new stakeholders)

✔ What have we learned so far?

✔ Where do the new linkages drive us to? Lead-into next day.



Time Activity Organization Materials Learning objectives 08:30 09:00

Plan for the day Evaluation IIRR presentation

Monica John Adede

09:05 09:15

Review of what we have done (the changes, and the stakeholders)

Facilitated in plenary by Annemarie

09:15 Introduction to visioning a desirable future with a resource map Tea break Drawing maps of desirable futures

In plenary, facilitated by Reg

Natural resource maps and resource types

Visioning a desirable future give us a direction. Indicators of natural resources can be used to track change towards a desirable future

12:00 13:00

Comparing future maps Plenary discussion using resource maps for desirable future

(as above) What are the improvements.

Lunch

14:30 15:00

Indicators of natural resource management

Plenary Reviewing cards What do we measure to know if we are progressing



Time Activity Organization Materials Learning objectives

15:00 15:15

Introduction to “The voices from the village”

Michael facilitates Overheads It is not easy to bring about the changes we have

15:20 15:45

Introduction to analysis of information needs to achieve the future vision

Tea break

(facilitated by Annemarie)

Table of information needs and sources (for managing change)

Identifying the information needed for: • Natural resource management • Marketing • Becoming involved in policy change Identification of new linkages, new stakeholders

15:15 17:30

Peer groups form Evaluation

Peer groups Presentation using diagram



Expectations and reformulation of learning objectives ✔ Do you consider the two activities with their different steps important? why ✔ What methods and tools were used in the different activities and their related steps? What do you

consider the strengths and weaknesses of these in assisting you to carry out the activities and steps? ✔ What do you see as the preconditions for using the tools to carry out the activities and steps? ✔ What was good about this part as a whole? ✔ What could have been improved? (facilitation?, process?, tools?) ✔ What would you have done differently if you were to carry out this activity in your own working

situation



Workshop Part 2: Visioning a Desirable Future What is the new picture going to look like? Future vision of the village or community using a map of natural resources

How to sustain production, how to sustain/increase income? What changes, what partnerships needed to make the changes happen. Changes in management and arrangement like the maintenance of soil fertility through soil conservation measures. Changes to deal with price fluctuation of cash crops and vulnerable food supplies like enterprise diversification.

Maps of Future Farming Systems Ways of improving farming systems through:

Adding crop rotations Adding water tank Changing where some crops are planted to reduce labour (e.g. when moving manure) Getting value for quality

Farmers have many ‘enterprises’ but he has the potential to add new things: like horticulture, macadamia and avocado trees, more napier, more poultry, compost, kitchen gardens, biogas, access to electricity, dams for raising fish.

Ways of improving communities natural resources like the forest and water resources through: Plant trees and fodder along small waterways and roads Dams to retain water as waterways become replenish, increase irrigation canals If enough water were collected, we may generate electricity Ecotourism Encourage schools to plant trees to increase the woodlots in the area.

Change the farmers’ focus on cash crops, he now needs to plan. He needs cash for food and for school. Can we add a woodlot for fuel and soil conservation to benefit the community. If the community can be organized it can get piped water (there is a pipeline for domestic needs) to irrigate land and plant vegetables in dry periods, in the river area fish ponds can be built, biogas will reduce fuel use (or an alternative fuel), introduce tobacco that we used to have and some crops can restore soil fertility.



Village Natural Resource Maps of Desirable Futures



Indicators for tracking change in natural resources 1. Yield, level of production, 2. Farm Income 3. Diversity: Increased linkages, diversification of enterprises, number of different sources of energy available, food self-sufficiency (4), %

increase in the number of tree species 4. Number of recycling flows 5. Increased acreage under woodlot 6. Number of bench terraces 7. Less silted rivers 8. Increased volume of water, and sanitation 9. Less numbers of people trading in charcoal and firewood 10. Number of fishponds built

Information needed for managing change NATURAL

RESOURCE MANAGEMENT

MARKETING BECOMING INVOLVED IN

POLICY MAKING What type of information is needed?

Is it offered? If yes, by whom?

Should the way it is offered be improved? If yes, how?

If it is not offered, with whom do you build new partnerships?

How should this information be provided?



Tool: RESOURCE MANAGEMENT PICTURE What is it is used for:

To brainstorm new possibilities for improved recycling of resources on farms


Redraw resource-type diagram from the first exercise on resource types, indicating what new recycling flows could be added to the picture

What are the possibilities to improve the ecological

management of local natural resources through

increased linkages between them?




This tool helps farmers to plan new management practices for improved sustainable use of their

natural resources

Cautionary Notes:

These are the same as for the first recycling diagram.



Tool: WEB DIAGRAM What is it used for:

To develop indicators for assessing the impact of new management practices on the sustainability

of the farm system

Steps Guiding questions Develop four indicators for measuring changes in the farm system

Name four indicators which are easy to measure and will show impact of new management practices on the farm system, concerning for example:

A) how productive the farm has been

B) how profitable the farm has been

C) how diversity has increased on the farm

D) how recycling and management of natural resources has changed

Develop units of measure for each indicator How will you measure the change in each indicator? What will be your units?

Draw a simple diagram to illustrate these indicators How would you draw a picture to represent these four indicators so that you can see how conditions on your farm have changed over time?




This tool enables participants to learn a) how to develop indicators, b) represent them in a way

that allows easy monitoring of changes in the farm system, c) understand how these changes

affect sustainability of the farm

Cautionary Notes:

It is very important to allow farmers to decide on what are the most important indicators for

them – these may be different for men and women because each may have different concerns as

regards resource management. Farmers must decide on the units of measure for indicators e.g for

production, they may decide to measure in units such as bags, baskets of a particular crop

produced per rainy season etc. The picture for representing indicators should be drawn for one

indicator at a time for ease of understanding.



Tool: WEB DIAGRAM for ACTOR LINKAGE PERFORMANCE What is it used for:

To develop indicators for assessing the effectiveness of new linkages

Steps Guiding questions Develop four indicators for measuring changes in the relationships between actors

Name four indicators which are easy to measure and will show impact of new linkages, concerning for example:

E) how relevant is the information given

F) how timely is the service provision

G) how easy is it to gain access to actor

H) how trustworthy is the information Develop units of measure for each indicator How will you measure the change in each indicator?

What will be your units? Draw a simple diagram to illustrate these indicators How would you draw a picture to represent these four

indicators so that you can see how conditions on your farm have changed over time?




This tool enables participants to learn a) how to develop indicators, b) represent them in a way

that allows easy monitoring of changes in relationships between actors, c) understand how these

changes affect relationships between new partners.

Cautionary Notes:

It is very important to allow each actor to decide on what are the most important indicators for

them – these may be different for men and women because each may have different concerns.

Actors must decide on the units of measure for indicators e.g simple scoring scales on one to five

or ten. Simple qualitative scales of good, satisfactory and poor. etc. The picture for representing

indicators should be drawn for one indicator at a time for ease of understanding.



Tool: INDICATORS AND CRITERIA FOR AGREEMENTS What is it is used for:

This tool is used to

- find out what the relationship between actors is about

- find out why they are in contact with each other

- find out how actors appreciate the relationship they have

- find out which criteria the actors use to appreciate their relationship


List the actors who played an important role in

decisions taken about the resources Who are the actors who affect and are affected by

decisions taken about the resources?

List these actors on the first row as well as on the

first column of the matrix

Discuss for each pair of actors: What is the relationship all about?



What is the relationship about (information exchange,

selling products, training etc.)

How do you appreciate the linkage? Value each

relationship with a score. Put the score in each box of

the matrix by using -- for very bad, - for bad, + good,

++ for very good and 0 for non - existent .

What criteria do you use for appreciating the linkage?

List these criteria.

How do you appreciate this relationship and why?

Discuss which relationships need improvements and

how

List the recommendations for improvements (for this

you can make use of the tool ″ form for developing

terms of agreement between pairs of actors″

What improvements should be made in the relations in

order to meet actors' expectations?




The tool is useful when you have the feeling that things are not working well because of poor

relationships between actors. It often helps actors discovering that others are not satisfied with

the way they are working. This can be the start of negotiation desired changes to meet

expectations in future.

Cautionary Notes:

1. Weak linkages can be appreciated very positively whereas strong linkages negatively depending

needs and expectations.



2. As each relationship is discussed two times, it is appreciated from the point of view of both

actors involved. A farmer could think very negatively about his/her relationship wiith the

extension service, whereas the extension officer will appreciate this linkage very well.

3. The matrix is never perfect, it is a visual story. Limit your discussion to those linkages which

are important to discuss about.



Tool: FORM to develop terms of agreements for effective linkages. What is it used for:

To develop terms of agreements for pairs of actors, using criteria for effective linkages.

Steps Guiding questions Draw matrix and list the major criteria for effective linkages (that were listed in Handout No. 8) along the top row

Do we have an agreement about the major criteria for effective linkages? Can we begin listing them along the top row?

Draw actors in pairs along the first column of the matrix

Do we have an agreement about the pairs of actors who need to link together? Can we begin drawing them along the first column?

For each pair of actors, describe a terms of agreement using the major criteria that appear on the top row. Fill in each box that makes sense towards developing the terms of an agreement.

Example: Actor pair: extension worker and farmers. Criteria 1: relevance of the advice. Terms: extension will provide farmers with technical advice about the practices that the farmers require to restore a resource. Criteria 2: timeliness of the service. Extension will visit the farmers before planting time to ensure that changes in practices can be put to work on time.




The template is a tool to help develop terms of agreements, and these will be different for every

situation and for every pair of actors. The terms of agreements that appear in the boxes will be

useful to negotiate agreements between actors.

In a process of decentralization, policy makers will be interested to see how the criteria become

useful in developing guidelines for linkage development between actors.

Cautionary Notes:

The template and the terms of the agreements are not legal tools, but they will assist actors in

negotiating legal contracts that refer to the criteria for effective linkages.



Determining the possible consequences for service organisations, farmers and policy makers of developing new ways of managing natural resources ✔ Determining the consequences for actors in terms of changes needed in:

• attitude, skills, knowledge • roles • law and policy • accountability and power



Time Activity Organization Materials Learning objectives 08.45 Presentation by Michael Knives and glasses The importance of coming together 09.00 09:10

Review of the efforts of the last day

Table of information needs

09.10 09:20

Presentation of an example of information needs in marketing by a farmer.

Member of farmer group talks on marketing

Flipchart Learning how to identify information needs

09:20 11:15

Continuation of peer group exercises

11:15 12:15

Presentation of farmers’ information needs and new linkages

Farmer led groups, and peer groups;

One drawing per group

Source of information can be identified, and the linkages with those sources can be improved by using the Criteria for good linkages

12:15 13: 50

Lunch

14: 00 16: 00

Presentations continued; NGOs and GOs

NGOs and government present

2 or 3 (as above)



Time Activity Organization Materials Learning objectives

16:00 16:40

Working tea break Peer groups discuss the new roles and other consequences to their organizations

To respond to the new partnerships, new partnerships are needed. [This session was completed on Thursday 26th.]

16:40 17:15

Review of tools Evaluation of the day

Nyeri 4 (printed as 5 by mistake)

Maps with visions of the future. Table AND diagrams of information needs and information sources.



✔ Do you consider the two activities important? Why? ✔ What methods and tools were used in the different activities? What do you consider the strengths and

weaknesses of these activities in enabling you to carry out your activities? ✔ What do you see as the preconditions for using these tools? ✔ What do you see as the preconditions for carrying out the activities for which the tools are used?



Workshop Part 3: Consequences for Organizations

Information Sources for Government Policy Making Who to consult in policy making is a major challenge for government officials. There is a formal structure of member representatives at lower levels that is mirrored at division level where proposals are given to the DDC etc. How to strengthen these linkages is the challenge. Who to consult on policy is a problem not only among government organizations themselves but also among finding farmer representatives. There is a new concept ASIP that is looking at improving linkages between the ministry of agriculture and all other stakeholders. The Agriculture Sector Investment Program - ASIP is to involve all sectors. The ministry realizes it cannot make it alone, it needs to consult, even within government ie. Between agriculture and cooperatives and water and land ministries, The private sector will also be consulted through ASIP. The ministry needs to work in a complementary way and involve NGO's and farmer groups. What is missing are sufficient funds to invest in the changes in attitudes and habits of the ministries. More importantly, we need funds to invest in rural infrastructure because the private sector will not invest in this. Better, stronger, larger farmer groups will be important for ASIP to work with in sharing costs for improved natural resources management. One important element of ASIP is stakeholder consultation but the framework to do this is still missing. Multi-stakeholder consultations are complex exercises to conduct. Perhaps some of the things we have done here will help us here.



Information Sources for improved Soil Conservation The linkage with the Ministry on soil fertility management needs improvement. We still think that the extension service workers are there but we need to improve the policy of how they operate. If this service is not to be continued will the funds save be made available to farmers directly for soil conservation measures? There are other important providers of information on soil conservation. NGO's like KIOF provide information on organic farming techniques. The Green belt movement provides a strong linkage in every sub-location by giving seeds, trees, etc. Other farmers provide strong linkages as well in terms of information. Community based organizations eg church societies also provide information. Research organizations like KARI and ICRAF also provide information on trees and soils. KARI can also be a source on soil analysis although the present linkage is poor. KEFRI could provide tree seedlings but they are distant and information flow needs to be improved. University of JCKAT has information on soil conservation but linkages to farmers are very poor. Ministry of natural resources provides information on rural reafforestation and it is a relatively strong link.



Roles and Consequences For NGO's NGO's see themselves has having new roles in education and learning for farmer-to-farmer extension. Updating themselves and strengthening linkages indicated in their diagrams. Exploring all the information channels shown. Conducting refresher courses in learning approaches and developing self sustaining projects. They would also like to be involved in more research, collaborating with more research bodies, identifying research needs and repackaging research results for farmers. NGO's see themselves facilitating linkages both between NGO's themselves and with farmers through forums and symposia involving different stakeholders. Old roles like lobbying to influence policy change will receive greater emphasis.

Consequences for NGO capacity. We are so donor and result driven what is the consequence for NGO's to provide meaningful capacity building. The farmers have to pay for some of this learning. The challenge is: do NGO's co-ordinate their work? We now go in our own directions, we are competing systems instead of collaborative systems. How to operationalize the coordination is the major challenge. Even the donors are asking for that collaboration. Farmers are frustrated with NGO projects that do not get completed because they run out of money. The self-sustaining projects is the only way to get the NGO to complete the projects they start with farmers.

For Farmers Farmers need to get more organized into larger farmer groups. They should organize for marketing and for the exploitation of economies of scale and for greater bargaining power. They should also be more involved in information dissemination. Farmers will need more education so that they can link with other stakeholders for it is the farmers who must initiate linkage to acquire the information they need. Eco-farming techniques also require more education and the skills to keep proper records to monitor and track changes in the natural resources. Lastly, farmers should diversify their activities both to enhance food security and enhance soil and water resources.

Have the farmers thought of how to pay for the information they need? At the farmer self help group level it may be possible to deduct some revenue to cover such costs. Will these self help group replace the farmer unions? Some members of self help groups belong to unions which although focussed on single crops like coffee and tea they are easily accessible. The major problem of many societies is management will this also affect self help group and how will it be addressed? Policy making has to do with the participation of all members, we have failed in the area of constitution building. We are learning what it takes to write a good constitution to avoid abuse. Do farmers understand the financial side? Most of our farmers have some formal education, we just need to bring the skills to a level they can understand the finances. It is better to have farmers trained in management than have to group run by managers as that is when the mess happens. Farmers are now seeking more transparency and participation in the management of unions. After this forum if we farmers create a new farmer group we will also strengthen the existing groups.



For Government The current roles for government are mainly regulatory but they would like to strengthen linkages with grassroot stakeholders. They want to improve communication pathways and access outside information sources. The consequences for government are that many staff will require re-training. They will have to acquire new information technology. Some restructuring is underway and will have to continue with privatization and commercialization of agriculture support services.

The envisaged reduction of services will mean that remaining civil servants will not only need retraining but will also have to be more efficient in their work. These changes are what we vision in the future but they will also require money to be realized. This is not an action plan but a vision of the future. The restructuring process towards this vision in now underway. This process includes coming up with the resource allocation to improve the government system. Retrenchment and abolition of some divisions and departments will yield some savings that could be reallocated. We are consulting with the World Bank and hope to have more answers on resources next year. The talk about privatizing extension but is there not already a commercial service in place? Will it result in more specialization so that farmers will have to contact many different people or will there be one group that can cover all areas of agriculture? It is likely that the will be many providers and in some case the government must compete with the private services. This however can lead to problems as in the case of AI. Here both government and private sector offer AI but the government will continue to subsidize this service.



Tool: MATRIX OF FUTURE APPROACHES What is it is used for:

To discuss desired changes in resource types, roles and goals on which actors will base their

future work on


Put the actors in the first row of the matrix What are the relevant actors for discussing changes

in resource types they will base their work on in

future as well as the consequences of this in terms of

roles and goals

Put the following words in the first column: resource

type, roles and goals . See step

Each actor discusses for him/herself:

Do you see new resource type(s) on which you will base

See step



your future work on? Write the name of this (these)

resource type (s) in the second row of the matrix.

What is the new role you see for yourself for this

(these) resource type(s). Write this (these) new

role(s) in the third row of the matrix.

Will this change your overall goal? If yes please, write

this down in the last row of the matrix




This can tool can be used for assisting actors like farmers, farmer organizations, service

organization and policy maker in a district to discuss preferred changes in resource management.

This tool doesn't address the way the actors should be organized for this.

Cautionary Notes:

The outcome will depend a lot on participants' mandate. Certainly some participants' will feel they

can not make decisions on changing the goals of their organization. However, the outcome should

be considered a good start for further negotiation within their organization and with other actors

outside.



✔ Did the evaluation confirm the learning expectations from the first day? ✔ Does “linked local learning” help your organization better communicate and negotiate with those actors

that you need to work with? ✔ Do you have concrete follow-up action steps to work on as a result of the workshop? ✔ What is the future role of the Working and Core groups? ✔ Does ISG have a role to play in your follow-up action steps?



Time Activity Organisation Materials Learning objectives 09:00 09:20

Plan for the day Evaluation of last day Finalizing peer group work on roles and consequences

Lynette Kariuki

Flip chart summary

09:20 11:10

Presentation of roles and consequences

Peer groups present: NGOs, Farmers, GOV

11:50 12:10

ISG Evaluation Document distribution

Organization of the workbook

11:10 13:30

Closing ceremony D01 representing the District

Kariuki, MOA as MC

13:30 14:45

Lunch

15:00 16:30

Background on the working group The way forward Tanzania report

Plenary discussion. Plenary presentation by Tanzania delegates

Charts

17:00 18:30

The way forward What would it take to repeat the workshop elsewhere?

What role does the Working Group and the Core Group and the ISG play?



✔ Did the evaluation process help you complete a learning experience? ✔ Are participatory evaluation tools useful to your work? ✔ Are you able to share the workshop experience with your colleagues in your organization? ✔ Do you feel the evaluation can help improve future linked local learning experiences? ✔ Do you have a better understanding of the overall process as a result of the evaluation? ✔ Does the evaluation help you identify realistic follow-up activities? ✔ Does the evaluation help you define roles for the Core Group and for ISG?



NYERI WORKSHOP EVALUATION A total of 42 farmers were asked to indicate using the score guide below the extent to which they agreed or disagreed with the following statements about the workshop. The overall score for the workshop was 4.07

1. = I do not agree at all, 2 = I slightly disagree, 3 =I am not sure 4. = I agree, 5. = I fully agree

1. FIRST IMPRESSIONS the workshop led to: average

Open dialogue happening between stakeholders present 4.3 A better understanding of one another's situations 4.1

A workshop that should be tried again in future 4.5 2. The following FACTORS were important in this workshop The facilitators were willing to listen to participants opinions 4.5 The mix of stakeholders present was good 3.9 The length of the workshop was good 3.7 3. About the QUALITY OF COMMUNICATION during the workshop The workshop provided participants with the opportunity to create new ideas 4.4 Allowed each participant to present their interests and options 4.3 The discussion encouraged the development of trust for working together 4.3 Involved farmers in a different way from other public meetings 4.3 Promoted learning and common understanding of difficult issues 4.3



4. About the OBJECTIVES and EXPECTATIONS of the workshop You have an understanding of Linked Local Learning 4.4 You gained skills to facilitate a learning process 4.2

You know what stakeholder analysis is about 4.1 You identified potential new partners 4.2 You can use indicators for monitoring performance 4.1 You have concrete actions to work on when you return home 4.0 5. The workshop CHANGED YOUR OPINION about the following groups Public sector organization (Government and Parastatals) 3.5 Private sector organizations (trade, credit, input supplier) 3.5 Self-help farmer groups or community based organizations 4.0 Representatives of Farmers Unions 3.7 Member of an NGO (based at District, national levels) 3.6 Farmers 4.3 ABOUT YOU. Please tick the box which best describes you

Government or Parastatal organization 13 Farmer 15 Private sector organization (credit, trade) 1 Representative of Farmer Union 1

Community or Farmer based organization 5 Member of NGO 7



Parts Handouts INTRODUCTION

Part 1: What is the PRESENT SITUATION?

• RESOURCE MAPS • RESOURCE TYPES • ACTOR IDENTIFICATION BY MAJOR

RESOURCE • MATRIX OF SERVICE PROVIDERS • NETWORK DIAGRAM

Part 2: What are the DESIRABLE FUTURES?

• RESOURCE MANAGEMENT PICTURE

Part 3: INDICATORS and CRITERIA for AGREEMENTS

• WEB DIAGRAM • INDICATORS AND CRITERIA FOR

AGREEMENTS • FORM TO DEVELOP TERMS OF AGREEMENTS

Part 4: What are the CONSEQUENCES?

• MATRIX OF FUTURE APPROACHES

EVALUATION AND FOLLOW UP



1.



2. Peter N. Macharia

Research Officer Kenya Agricultural Research Institute C/o Kenya Soil Survey P. O. Box 14733 Nairobi Tel: 02-444030/31/32 or 440903/ 443376 Fax: 02-443376 E-mail: [email protected]

3. Joseph Nganga Mwangi

Horticultural Officer Ministry of Agriculture P. O. Box 899 Nyeri Tel: 0171-4030

4. John N. Karuma

Agricultural Officer Ministry of Agriculture

P. O. Box 899 Nyeri

Tel: 0171-4030

5. Johnson W. Kanyogoro

Cooperative Officer Ministry of Cooperative Development P. O. Box 52 Nyeri Tel: 0171-4316

6. John Mwanza Agricultural Technical Officer

Ministry of Agriculture P. O. Box 256 Othaya Tel: 0171-52109

7. Godfrey M. Kariuki Economist – Planning Division

Ministry of Agriculture P. O. Box 30028 Nairobi Tel: 02-718870 ext. 48015

8. Julius Waiganjo Marigi Civil Servant Farmer P. O. Box 475 Nyeri

9. Ngwiri Jacinta Muthoni

Agricultural Officer II Department of Agriculture P. O. Box 256 Othaya Tel: 0171-52524/4030

10. Julius Kones

Statistician Ministry of Agriculture P. O. Box 30028 Nairobi Tel: 718870 ext. 48306

11. Ernest Kipngeno Sigei

Economist Ministry of Agriculture P. O. Box 30028 Nairobi



Tel: 718870 ext. 48015 12. Penina Wanja Mwarania

Project Officer Crops Farming Systems – Kenya P. O. BOX 2816 Nakuru Tel: 037-211177 Fax: 037-215741

13. Grace Gathoni Kimaru

Senior Livestock Production Officer

Livestock Production Department P. O. Box 1552, Nyeri Tel: 0171-4392 Fax: 0171-4392

14. Yucabeth Ogega District Land Adj & Settlement Officer

Ministry of Lands and Settlement P. O. Box 97 Nyansiongo, North Kisii Tel: 34 Nyansiongo

15. Lynette Obare

Communications Officer Forest Action Network P. O. Box 21428 Nairobi Tel: 02-718398 Fax: 02-718398 E-mail: [email protected]

16. Andrine N. Waithaka Information Officer

Kenya Institute of Organic Farming P. O. Box 34972 Nairobi Tel: 02-583383/3194 Fax: 02-583570 E-mail: [email protected]

17. Monica W. Gitahi Social Worker

Christian Childrens’ Fund P. O. Box 160 Othaya Tel: 0171-52825/52247 Fax: 0171-52247

18. Alice Njeri Kiberenge Accountant

Nyeri Tea Sacco

P. O. Box 910, Othaya Tel: 0171-52248

19. Patrick Mwanzia Group Development Officer

A.B.L.H. Field Office P. O. Box 1127 Kerugoya Tel: 0163-21676 Fax: 0163-21676 E-mail: [email protected]

20. Charles Oduor Ogada Ugunja Community Resource Center P. O. Box 330 Ugunja – Siaya

21. David Karani Kaburu Farmer

K.N.T.C. P. O. Box 739 Nyeri

22. Andrew Menge Riang’a



Coordinator K.N.E.A.D. P. O. Box 2532 Kisii Tel: 0381-30710

23. Paul Ngatia Gachara Farmer/Chairman KNFU Nyeri

P. O. Box 165 Nyeri

24. Moses Gichuru Ndiritu

Farmer/Coordination Gitundu-Gataro Self Help Group P. O. Box 495 Othaya Tel: 0171-52418 Fax: 0171-52247

25. Cephas Kariuki Thuku

Curator Museums of Unique Antiques P. O. Box 804, Nyeri Tel: 0171-2537

26. Wachira Waikwa

Local Coordinator Itemeini Organic F. S. H. Group P. O. Box 543 Othaya Tel: 0171-52825

27. Mrs. Mary Wambui Githaiga

Farmer Othaya Organic Farmers P. O. Box 171, Othaya Tel: 0171-52594

28. Grace W. Ngambi

H.S.C.

Vice Chairman-Nyeri District Coop Union

National Vice Chairman KNFU P. O. Box 722,Nyeri Tel: 0171-2241 Fax: 0171-4064

29. Simon Wanderi Machuhi

Itemeini Organic Farmers Group

P. O. Box 50 Othaya Tel; 0171-52254

30. Mwangi Mathenge

Farmer Itemeini Organic Farmers Group P. O. Box 543 Othaya

31. Moses Kirugumi Ndegwa

Chairman Njeng’u Water Project P. O. Box 591 Nyeri

32. Tubi Muturi


P. O. Box 67



Othaya 33. Charles Mbuthia Kamangu

Farmer P. O. Box 15 Kiganjo

34. John Mwangi Gathimbu


P. O. Box 543 Othaya 0171-52175

35. Ayub Wambugu


P. O. Box 543 Othaya Tel: 0171-52584

36. Gerald Ndegwa Kariuki Farmer

Itemeini Organic Farmers Group P. O. Box 595

Othaya

Tel: 0171-52175 37. Simon Gichohi Riuki


38. Stephen Mwangi Wanjohi

Farmer P. O. Box 697 Othaya Tel: 02-891088 (Nairobi)

39. Rosemary W.Nderitu

Farmer P. O. Box 202 Othaya Tel: 0171-52015

40. Allan R. Wambugu

Chairman Thuti Organic Farmers Group C/o Gatugi Primary School P. O. Box 50 Othaya Tel: 0171-52233

41. Jane Nderitu


42. Peter Karura Gichiru 43. Michael Kibue

Farmer (Kiambu) P. O. Box 62802 Nairobi Tel: 02-251398

44. Ricardo Ramirez

International Support Group 44 Caledonia St.



Guelph, Ontario N19 209 Canada Tel: 519-824-5519 Fax: 519-824-5519 E-mail: [email protected]

45. Clive Lightfoot

Chairman International Support Group Agropolis Intl. Agropolis Ave, Montpellier, France Tel: 33-467047525 Fax: 33-467047526 E-mail: [email protected]

46. Reg Noble

International Support Group 400 Roehampton Ave Toronto, Ont, M4P1S4, Canada Tel: 1-416-544-0735 Fax: 1-416-440-2809 E-mail: [email protected]

47. Guard E. M. Kilimo

Principal Town Planner Ministry of Lands & Human Settlements Development P. O. Box 20671, Dar es Salaam Tel: 255-051-121034 Fax: 255-051-866710

48. Rwenyagira Baltharzar William

Principal Agricultural Officer Ministry of Agriculture & Cooperatives P. O. Box 9192 Dar es Salaam – Tanzania Tel: 255-051-866708 (office) 255-051-130711 (home) Fax: 255-051-866710

49. Francis M. Shao

Consultant FANRM Research Consultants

P. O. Box 70463, Dar es Salaam Tel: 255-51-451400 or 0811-332359 Fax: 255-51-451400 E-mail: [email protected]

50. Groot Annemarie Communication Specialist

Wageningen Agricultural University / Department of communication and Innovation Studies International Support Group Hollandseweg 1, 6706 kN Wageningen, The Netherlands Tel: 0031-317-402551 Fax: 0031-317-404791 E-mail: [email protected]

51. Eunice Juma Secretary IIRR P. O. Box 66873 Nairobi Tel: 02-442610 Fax: 02-448148 E-mail: [email protected]



52. Emily Ratemo

Accountant IIRR P. O. Box 66873 Nairobi Tel: 02-442610 Fax: 02-448148 E-mail: [email protected]

53. John Adede

Training Officer IIRR P. O. Box 66873 Nairobi Tel: 02-442610 Fax: 02-448148 E-mail: [email protected]

54. Isaac Bekalo

Regional Director IIRR P. O. Box 66873 Nairobi Tel: 02-442610

Fax: 02-448148 E-mail: [email protected]

55. Wilson Wanyoike Regional Coordinator

National Council of Churches of Kenya P. O. Box 637 Nyeri Tel: 0171-2667 Fax: 0171-2667

56. Naftali W. Maimba

Farmer Mahiga Organic Self Help Group P. O. Box 777 Othaya – Nyeri

57. Teresa Ngunia

District Development Office P. O. Box 320 Nyeri Tel: 0171-2665

linked local learners - linking learners fileisg linked local learners workshop, nyeri,...

Documents