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TRIAS: Social economy and governance

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TRIAS: Social economy and governance

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

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