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TRIAS: Social economy and governance
 

TRIAS: Social economy and governance

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    TRIAS: Social economy and governance TRIAS: Social economy and governance Presentation Transcript

    • Inefficiency or neccesity? Democratic governance
    • Content My work Social economy Governance challenges Trias intervention +constraints
    • Content My work Social economy Governance challenges Trias intervention +constraints
    • 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
    • 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
    • Content My work Social economy Governance challenges Trias intervention +constraints
    • 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
    • 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
    • Content My work Social economy Governance challenges Trias intervention +constraints
    • 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?
    • 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
    • Content My work Social economy Governance challenges Trias intervention +constraints
    • 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?
    • 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!
    • 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.