We were inspired by Global Entrepreneurship Week (Nov. 8-14) and are excited to share the success of a youth entrepreneur in Guinea who has expanded her product line thanks to support received from Winrock’s Farmer-to-Farmer program. Enterprise Fatou et Kadija (EFK), a startup company in Guinea led by a young woman named Fatou Titine Cissoko, is gaining success by providing juice and jam products that meet market demand and quality standards.

Ms. Cissoko was trained in entrepreneurship topics by prior USAID-funded Associate Awards implemented by Winrock International and CNFA. As part of her participation in entrepreneurship

Ms. Cissoko displaying new product offerings from EFK after receiving F2F technical training.

training, Ms. Cissoko created a business plan and received a grant of US$ 900 (8,134,500 GNF) to start her fruit drying business, EFK.  Since starting the business in 2019, she has added the production of drinks and jams made from fruits such as ginger, pineapple, mango, etc.

Recognizing that she needed further technical and organizational capacity-building skills to grow her business, Ms. Cissoko reached out to the Guinea Farmer-to-Farmer program to receive

trainings in financial literacy and food processing and preservation to better produce tropical fruit drinks.

“During the financial literacy training, I learned how to approach financial institutions with my business plan. I admit that I was afraid because these institutions are very demanding, and as a young entrepreneur, I have no guarantees to offer. Nevertheless, following my meeting with them, two of the most important banks in the area came back to me and offered me credit opportunities…”, explains Ms. Cissoko. She plans to utilize a finance option soon to invest in expanding her production and feels that the banks’ willingness to offer her credit options offers an opportunity to prove that young entrepreneurs are solid investments.

The Farmer-to-Farmer technical training focused on processing techniques followed the financial literacy capacity building and has led to additional product offerings for EFK. Prior to receiving training, EFK was unable to produce quality ginger juice and jams. Since receiving training, EFK now produces and sells quality ginger juice, jams, and monkey bread juice, resulting in a 40 to 50% increase in profits. EFK has sold more than 300 bottles of monkey juice alone within the few months after learning of this new product from the Farmer-to-Farmer volunteer.

Ms. Cissoko and EFK’s goals are to continue to expand product offerings that meet quality standards and hope as the business grows that they are able to employ more young staff in the future.

We were fortunate to spend two weeks in Nepal working with Professor Binayak Rajbhandri and HICAST University, helping them to enhance their Masters in Agribusiness curriculum that will help develop entrepreneurship skills in their students.  We were both drawn to the program due to our collective experiences in entrepreneurship, higher education, and agribusiness.  Over the two weeks, we met with HICAST students, faculty, and staff as well as local business leaders to discover the gaps in the current curriculum and make recommendations on new courses and content that would help to develop a spirit of entrepreneurship within the institution and student body.

Kate and Frieda consulting with HICAST Agri-business students

Through the assistance of Winrock staff, Chhan Bhattachan and Dr. Vrigu Duwadi, we were able to speak with several students within the program to hear their opinions and discover ways they thought the program could be more applicable to the real-world business environment and not solely on theory delivered via textbook and lecture.  Since most students work full time and appreciate the idea of applied learning their feedback was helpful in understanding the gaps in the current curriculum.

Kate and Frieda final presentation to HICAST senior team

We were also lucky to meet with members of Kathmandu’s agribusiness community to better understand the knowledge and skills students traditionally lack when entering the workforce.  Business owners believe that graduates lack real-world experience and struggle to convert the theories they learn in school to the applications needed in the workplace. They want to see graduates come out with more real-world experience and applicable knowledge.

Kate and Frieda with Dr. Binayak in assignment planning meeting

Lastly, we met with several members of the HICAST faculty to comprehend the courses they taught as well as the delivery method of the content.  We learned that faculty in Nepal universities are not full time, rather they work in full-time jobs and often teach classes on the side.  As a result, they rarely have time to make curriculum changes, spend time on paperwork or facilitate educational opportunities outside the classroom.  These time constraints pose a considerable barrier to implementing a more robust curriculum dependent on experiential learning, which we deemed necessary to create a more entrepreneurial system.

We presented our findings to the HICAST leadership during a lively discussion. We acknowledged that some of our recommendations could be implemented immediately and that some would involve a much “bigger lift”, including cultural change and a new way of doing things throughout the institution. On the more immediate side, we recommended focusing on class discussion, using real-world case studies, and including current technology in the classroom. We also suggested including course content such as leadership, creativity, value chain analysis and a regional business environment class.  All of which would help to develop the critical thinking skills that are necessary for an entrepreneur. On the longer-term side, we recommended the creation of two applied to learn courses, one that would involve students creating and running their own businesses and one that would involve students solving real business issues for real clients.

Dr. Binayak (middle of Kate and Frieda) in group picture with HICAST team

Since Nepal is a relatively risk adverse country when it comes to business, we hope that our recommendations can help students become more comfortable with risk and consider starting their own businesses.  At the center of economic development in any country is the development of new business which creates jobs and in turn puts more money back into the local economy. For the right individual, Nepal has a lot of entrepreneurial opportunity within the agribusiness industry.  We hope that our recommendations can help HICAST develop a curriculum that gives students the skills and confidence to create their own business which will contribute to the development of Nepal’s economy.

PRAN/PABL (PRAN Agro Business Limited), a food processor and agribusiness company decided to grow cassava crop for its industrial expansion and needed a volunteer to train the young women entrepreneurs involved in this project. This sounded familiar me, as I was introduced to the production and processing of cassava tubers into gari and tapioca by my mother’s family as a teenager. The transformation of cassava tubers was my mom’s main business for more than sixty years and had enabled her to pay my tuitions. Cassava goods were once staple foods for more than eight hundred million people in Africa, where they were processed and sold by women to make a living till the early 1980s. Thereafter, the disease prone and low yield cassava varieties that had been introduced from South America and cultivated in Africa since the fourteen century were wiped out. Therefore, the improved, disease tolerant and high yield varieties needed to be reinstated in Africa, including Benin (my country of origin). As the Director of Crop Protection Service, I had assumed this task (using multisource funding), essential for the restoration of the agricultural food chain and specifically important to the participation of Beninese women in economic development.

The aim of this assignment was to train Bangladesh women and youths to grow cassava that will be purchased by PRAN/PABL. The tuber part of the plant will be used to make gluten-free starch designated to be transformed into either glucose or flour and used in making juice or in baking industries. Furthermore, starch was vital for the clothing industry that brings in twenty percent (20%) of Bangladesh’s Gross Domestic Product (GDP). So far ninety percent (90%) of this needed starch is imported from Thailand and PRAN/PABL had decided to produce it in situ. Thus, the company installed a starch producing plant, is on its way to building the second one and is pushing to scale up the production of cassava tubers. Fallow and empty lands not suitable to grow other domestic crops, such as rice, are being gradually gradually with cassava crop.

Cassava is not a staple in Bangladesh and may not have been cultivated had not PRAN decided to use it as an industrial crop. PRAN funds the producers by providing the input (seedlings, fertilizer, pesticides and technical assistance) and thereafter purchases the cassava when the crop is mature. The tubers were transformed into starch, glucose and flour. The stems are cut and distributed to all potential producers under the control of PRAN technical staff. Waste derived from tuber peels, chaff from starch processing and leaves cut from the plant are recycled and used to either make organic fertilizer or chicken feed for their chicken farms. It could also further be used to make biogas for cooking and ethanol for cars and buses. All part of cassava plant is put to use in industrial development.

Training on Improved Cassava Production for Youth Entrepreneurship Development was held in Modhupur, Tangail from 11/17 to 11/25/2017 and for four hours on 11/28/2017, at PRAN Headquarter in Dhaka. The first training session involved 32 participants (with 3 women) made of PRAN field staffs and producers-head of cassava grower cooperatives. The Dhaka session was for PRAN/PABL personnel (forty in total) only and was part of their monthly meeting schedule. They were trained in Dhaka using one of the training modules designated to produce semi-mechanized cassava crop. Topics such as the need to use cover crops to lower the cost of weeding control and the introduction of new improved varieties of cassava had been debated after the training session.

Cassava is becoming the next best thing designated to change Bangladesh farmers’ lives by boosting their income under this special scheme implemented by PRAN. As for now, cassava farming is at low-cost and more profitable because it requires less irrigation, fertilizers and insecticides. It is also less affected by natural calamities. PRAN wants to keep it that way and had organized this training for both farmers-head of cooperative and its staff to avoid the mistake made by Thailand. Industrial production of cassava had become Thailand’s main export and domestic substance since 2009 until the invasion of cassava mealybug and spider mite in 2014. This country is actually losing more than twenty percent of tuber produced and has less suitable seedlings for subsequent production. Cassava production is so secured under PRAN watch that numerous women have decided to join the program.

My main activities were to:

1. Visit existing farms to assess the status of cassava production, agricultural practices, problems and potential pests

1. Train for four days PRAN staff involved in the cassava outreach program on improved cassava production techniques

1. Train for two days cassava producers-heads of cooperatives assisted by PRAN/PABL on improved method to produce cassava crop.

1. Underline production techniques aiming to increase the quantity and quality of tubers produced and increase the yield of extracted starch.

1. Develop training modules on improved cassava production to be used by PABL and its staff for further trainings

1. Emphasis the importance of cassava crop pests and diseases and set up a surveillance unit

I was overwhelmed by the enthusiasm and willingness to learn displayed by the trainees. Cassava is a cash crop that could be grown with no major problems and then easily purchased by PRAN. In addition, tuber collection from farms to the factory was ensured by PRAN. The producers take home more than 7000 Taka/acre. This earnings was predominantly used to acquire new land to increase cassava production. Their concerns about harvesting, weed control and flooding of the field were resolved by recommending: a) a semi-mechanized devise to uproot these tubers easily, b) installation of a suitable cover crop and c) plant cassava on ridges.

I am confident Bangladesh will produce the needed starch for its industry.

Recently,  I conducted a Farmer-to-Farmer assignment on Improved Goat Rearing for Youth Entrepreneurship Development with Satkhira Unnayan Sangstha (SUS) in the Tala upazila, Satkhira district of Bangladesh (22.76006 N, 89.25346 E). This assignment was my first trip to Bangladesh.  I was pleasantly surprised to see how well positioned the Bangladeshi goat industry is.  In my travels to other countries where goats are also a ubiquitous feature of the landscape, I was not optimistic about making any real genetic progress because goats freely roamed the countryside, scavenged what they could, and bred indiscriminately.  Often, goats are seen as a resource but one that does not deem any investment.  With little management and no breeding supervision, the prospects of genetic improvement were nil. However, Bangladesh is very, very different.

The goat farming women of SUS after a successful 3 day training

Current Situation

During my Farmer-to-Farmer assignment, I learned that none of the 20 women goat farmers in the one-day refresher course and none of the 30 women goat farmers on the three-day training owned a single buck and that any male kids were castrated young.  All of these women goat farmers (76% of the trainees) rely upon buck centers for insemination services.  The women monitor signs of estrus in their does and take them to the buck centers for mating.  This trip to the buck center can be as much as 8 kilometers roundtrip and cost the women up to a full day away from home.

The buck center that I visited had nine standing bucks; one Jamnapari buck, two Hariana bucks, one Nepalese buck, four Black Bengal bucks, and one buck that they did not know the breed/origin, so they called him the “Australian.”  The service fee ranged from 100 taka ($1 ≈ 80 taka) for the Black Bengal bucks to 400 taka for the Australian.

The owner of the buck center was a former rickshaw driver and with the assistance of a loan from SUS and with the help of his wife started the buck center in 2013.

Training

The training was simple and focused on housing, nutrition, health, reproduction, record keeping, and general management.  Probably the most practical aspects of the sessions were evaluating eye mucous membranes for anemia, conducting body condition score (BCS), and estimating body weight.  Anemia was evaluated using the color under the farmer’s pressed thumbnail. The mucous membranes of the goat’s eye should be the color of the pressed thumbnail. The women farmers practiced BCS using the goat’s lower back and ribs and were taught to make management decisions based upon BCS. Body weight can be easily calculated using a tailor’s tape and the formula, kg = cm/2 – 14. Goats require feeding and medications based on body weight.

Demonstrating how to evaluate anemia using the eye mucous membrane color

Women conducting a body condition scoring exercise

The Dream

Women goat farmers invest much time, effort, and money into the current breeding system and when I realized the importance of the buck centers in the community, I immediately knew that I would love to help these buck centers with the delivery of their product to the women farmers.  The technology of artificial insemination using fresh semen is simple and developing a delivery system of fresh semen to the women goat farmers is even simpler. My dream is that bucks at the buck centers would be collected on twice- or thrice-weekly schedule, fresh semen extended with a skim milk diluent, and chilled to 4°C.  Women goat farmers would call the buck center and arrange an appointment for insemination by cell phone, which all the women farmers have. The buck center would employ a trained inseminator on a bicycle with a cool box to travel to the woman’s farmer for vaginal insemination of the goat. This system would greatly benefit the woman farmer by relieving her of the task and expense of commuting to the buck center and would benefit the buck center by expanding its reach in the community. Women goat farmers in the communities surrounding the buck centers could be given a refresher course in estrus detection, although none is probably needed. The women are already well versed in the signs of estrus. This simplified artificial insemination system delivered to the women farmers would greatly improve the efficiency of the current system and relieve the stress at breeding. An additional side note would be that training on the understanding of inbreeding and its negative consequences is also needed. Genetic improvement can easily be accomplished through the buck centers, but the buck centers and the women farmers should keep breeding records to avoid inbreeding.

A cold box with fresh, cooled semen and a simplified inseminating tool is the dream for any breeder

I was very impressed with the business-like attitude of the women goat farmers in Bangladesh, and I would gladly return to help them and the buck centers become more efficient.  I wish them both the best in their goat rearing endeavors.

My volunteer assignment was to conduct trainings on Increased Safe Tomato Production through Integrated Pest Management (IPM). The training sessions were held in four village development committees (VDCs) in the Kaski region of Nepal, outside the city of Pokhara. The host organization was Dhikurpokhari Community Development Organization (DCDO). We conducted a 2-day training session in each VDC. I flew into Kathmandu, Nepal and was met at the airport by Arun Thapa from the Winrock Nepal F2F team. I was extremely grateful that I did not have to drive in Nepal. I was very thankful to have a Winrock driver and jeep! Kathmandu is a bustling city, the roads are windy and full of motorcycles, cows, dogs, cars, and trucks. There are no traffic lights or lanes that I could see and drivers bear to the left and the driver’s side is on the right, something I had a challenging time adapting to!

I then met with Winrock F2F Nepal Director Vrigu Duwadi at the Katmandu Winrock office. Vrigu gave me an overview of Nepali culture; the Namaste greeting, the food staple: Dahl baht (dahl and rice, which I loved) and logistics for the assignment. I also met with the International Development Enterprises (iDE) team in Kathmandu, who have been developing vegetable IPM packages for Nepal with the IPM Innovation Lab at Virginia Tech. The iDE team in Nepal: Director, Luke Colavito, IPM Coordinator Lalit Sah, and Agriculture Director Komal Pradhan, were great resources for IPM information. Lalit Sah and iDE Regional Manager in Pokhara, Balkrishna Thapa Magar, also joined us and assisted in some of the training sessions.

We flew to Pokhara and visited the Nepal Ministry of Agriculture’s Plant Protection Lab. We also visited an Agro-Vet in Pokhara that supplies seeds, fertilizer, and other crop inputs to area farmers.

Mr. Bannon with Khyam Paudel at his farm outside Pokhara.

From Pokhara, we conducted four 2-day training sessions in tomato IPM in small villages outside of Pokhara. Again, I was very happy to have Winrock’s driver Krishna safely navigate the mountain roads to the training sites to and from Pokhara. The growers have an excellent market opportunity with tomatoes in the off-season (rainy season) to provide fresh market tomatoes to the tourist city, Pokhara. They grow under plastic tunnels to keep the plants dry to prevent diseases. This is an income opportunity for young farmers to stay in their home villages with a viable business.

We asked the growers for inputs on their pest problems and other growing issues in tomatoes. Fortunately, most of the pest management issues were stated in the scope of work, so I was prepared. We discussed management of tomato diseases, such as Late Blight and insect pests like the newly introduced South American Leafminer (Tuta absoluta). A total of 125 growers attended the trainings, over half were woman growers and 58 were youth growers. We also had opportunities to make field visits to some of the growers’ farms.

The experience gave me new perspectives in many ways. As a teacher, it was new and interesting to work with a translator to deliver information. Arun Thapa from Winrock, Lalit Sah and Balkrishna Thapa Magar from iDE, and Sanjaya Timilsina from DCDO all helped with translation. They all have agricultural backgrounds so they were familiar with the subjects and effective in helping the participants to understand the material.

We had to be flexible and work around power outages. Having PowerPoint and a projector was not always an option, often we had to resort to drawing boards.

It was especially gratifying to have a group of people that were excited to learn about innovative ways to help them grow tomatoes profitably and safely. The growers have a unique opportunity with their tomato market in Pokhara.

Being in a profoundly different culture, climate, and economic conditions gave me a new perspective on all the things we take for granted here in the USA. Being able to give my time and knowledge to people who can use it to improve their lives was highly gratifying to me. I felt honored to be able to work with the Nepali growers, the teams from Winrock, DCDO, and iDE. It was also a pleasure to have US Peace Corps volunteers attend the training, many of them have tomato projects in their host communities. I’m hoping that the information presented at the meetings can be utilized by the agency staff and grower cooperatives. I would very much be interested in doing a follow-up project.

Mr. Bannon with Peace Corps volunteers, iDE staff, and Khyam at Namuna Agro Farm in Pokhara.

This experience changes how I approach my work here. It reinforced the importance of teamwork, it helps my tolerance level in dealing with difficult issues here. It makes me feel grateful that I have learned things in my career in agriculture that can help people in another part of the world improve their standards of living.

This was my first international experience and I hope to do more in the future.

“My favorite part of the training was giving out the course certificates.” –Mr. Bannon