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TRIAS: Social economy and governance
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TRIAS: Social economy and governance

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Transcript

  • 1. Inefficiency or neccesity? Democratic governance
  • 2. Content My work Social economy Governance challenges Trias intervention +constraints
  • 3. Content My work Social economy Governance challenges Trias intervention +constraints
  • 4. My work in Trias
    • G.O.: increase livelihood security farmers and entrepreneurs
    • Strategy: increase participation of our target group in LED
    • Identity: increase participation through MBO’s
    • Simple: strong MBO’s = good participation of our target group in local economy
  • 5. My work in Trias
    • 9 regional offices with RC and advisors.
    • Trias advisors strengthen MBO’s and their economic initiatives
    • I facilitate learning of Trias advisors
    • Workshops in Ecuador and Uganda
  • 6. Content My work Social economy Governance challenges Trias intervention +constraints
  • 7. Social Economy Initiatives in Trias context
    • = Economic initiatives of MBO’s
    • M(ember) B(ased) O(rganziations) of farmers or entrepreneurs
      • Coops
      • Farmer organizations with business wing
      • Regional MBO’s for defense of interest
  • 8. Social Economy Initiatives in Trias context
    • 2 kinds of economic initiatives:
    • Economic initiative of group of farmers because of economy of scale: e.g. cooperative
    • Economic initiative of a farmers’ organization for financial sustainability of that farmer organization
  • 9. Content My work Social economy Governance challenges Trias intervention +constraints
  • 10. Governance challenges
    • What do we see in the field?
    • Inherited structures
      • Colonial coops
      • No ownership of structure
    • Lack of professionality
      • Split business wing and social wing?
      • Economic activity or unviable service?
  • 11. Governance challenges
    • What do we see in the field?
    • Relationship mgmt and board
      • Low overall education level
      • Skewed power relation
      • Slow decision taking
    • La pluche qui colle
      • Maintaining status
      • Survival mentality
  • 12. Content My work Social economy Governance challenges Trias intervention +constraints
  • 13. Trias intervention
    • MBADIFA in Uganda: inherited colonial structure vs PAED approach.
    • FPAKI in Guinea: la pluche qui colle postponing board elections
    • HODFA in Uganda: discussion on leadership trainings or systems?
  • 14. Trias intervention + constraints
    • Capacity Building is process facilitation; But…
    • Trias depends for 75% on donors who ask result based reports
    • AND Trias depends on its advisors with great ambitions
    •  sometimes process facipulation
    • We have to question this!
  • 15. Conclusion: How I would like to see things evolving?
    • MBO’s should be supported in the process of establishing systems for continuity of leadership competences
    •  democratic governance is a necessary choice for real participation in LED. And with inefficiencies to improve on.