2014
PEACE CORPS SENEGAL COMMUNITY ECONOMIC DEVELOPMENT
TECHNICAL RESOURCE MANUAL
Contributors
Managing Editor Anthony Scavone
Contributing Editors Eric Churchill Austin Mueller Greg Porter Kenna Stoneman Jessica Wolff
Contributing Authors Karen Chiang Edens Duphresne Diane Ferry Alexx Goeller Lily Grabill Marsha Hedrick Timothy Johnson Daniel Keniger Philip Kim Joyce Lee Austin Mueller Greg Porter Lisa Riggs Anthony Scavone Katherine Zobre
And a special thank you to CED APCD Amar Sall and CED PTA Talla Diop for their assistance in the development of the new CED training curriculum and this technical manual.
TABLE OF CONTENTS
I. Introduction ...... 1 II. The PC Senegal CED Project Framework ...... 2 III. Community Economic Development in Senegal...... 5 Government Organization in Senegal ...... 5 National ...... 5 Regional ...... 5 Departmental ...... 5 Sous-Préfecture (District) ...... 5 Urban or Rural Communes ...... 6 Villages/Neighborhoods ...... 6 What Do They Do? ...... 6 The Senegalese Education System ...... 6 Bureaucratic Structure ...... 7 Formal Education System in Senegal...... 7 Private Schools ...... 9 Technical Schools ...... 9 Franco-Arabe Schools ...... 9 Koranic Schools ...... 9 School Vocabulary ...... 10 Impacts of Decentralization ...... 11 The West African and Senegalese Economies ...... 11 Economic and Monetary Unions ...... 12 Exports and Inter-African Trade ...... 13 West African Economies ...... 15 Overview of Senegalese Economy ...... 15 CED Program Partners ...... 16 International ...... 16 National ...... 17 Regional and Local...... 18 IV. The 4 CED Program Niches ...... 20 Agribusiness ...... 20 Production Planning ...... 21 Food Transformation and Produce Marketing ...... 29 Cashew Promotion ...... 45 Handicrafts and Artisanal Goods ...... 48
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Formalization ...... 48 Encouraging Effective Product Design ...... 49 Creating Market Linkages ...... 49 Artisans in Action: the Case of the Peace Corps Artisanal Réseau ...... 50 Solid-Waste Management ...... 51 Attitudes, Incentives and Disincentives ...... 51 Types of Waste ...... 52 Waste Management: The Law...... 53 Government and Responsibility ...... 53 Financial Resources and Partners ...... 54 Common Waste Collection Organizational Structures ...... 54 Waste Valorization ...... 58 Ecotourism ...... 60 Seven Principles of Ecotourism ...... 60 Ecotourism Marketing Strategies ...... 61 V. Financial Literacy ...... 65 Personal Money Management Skills ...... 65 Cash Flow Calendars ...... 65 Household Budget ...... 65 Savings Opportunities Analysis ...... 65 Savings ...... 66 Starting a Savings Plan ...... 66 Starting a Savings Group...... 67 Credit ...... 69 The Best Game ...... 70 Goals and Objectives ...... 70 History ...... 70 Benefits for Your Community ...... 70 The Best Game and You ...... 70 VI. Youth Entrepreneurship ...... 71 Junior Achievement ...... 71 History and Mission ...... 71 Notre Commune ...... 71 Mini-Entreprise ...... 72 The Youth Entrepreneurship Training Program (YETP) ...... 72 GERME ...... 73 Information And Communications Technology (ICT) Education ...... 73 Establishing ICT in Schools ...... 74
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ICT and Entrepreneurs ...... 76 VII. Entrepreneurship in Senegal ...... 79 Entrepreneurship ...... 79 Necessity Versus Opportunity ...... 79 Income-Generating Activities Versus Businesses ...... 80 Senegalese Entrepreneurs...... 81 Working with Would-Be Entrepreneurs ...... 82 Working with Senegalese Entrepreneurs ...... 83 VIII.Business Creation and Planning ...... 84 Finding a Business Idea ...... 84 SWOT Analysis...... 84 Feasibility Studies ...... 85 Business Planning ...... 86 When to Write a Business Plan and Why ...... 87 Creating a Business Plan ...... 87 How to write a Business Plan ...... 89 IX. Business Growth and Management ...... 91 The 4 P’s of Marketing in Senegal...... 91 Product ...... 91 Price ...... 91 Place ...... 92 Promotion ...... 92 Bookkeeping and Accounting ...... 93 What is Accounting and Why is it Important? ...... 93 Who are the Decision Makers: Internal vs. External ...... 93 Accrual vs. Cash Accounting ...... 94 Challenges of Accounting in Senegal ...... 94 The Dangers of Not Having an Accounting System ...... 95 Main Accounting Documents...... 95 Teaching Accounting to Entrepreneurs: The Cashbook Relay ...... 96 Business Formalization ...... 96 Steps to Formalization ...... 97 Types of Formalized Businesses ...... 97 Registration ...... 99 Helpful Resources ...... 103 Business Assessment ...... 103 Current Production and Economic Performance ...... 104
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Development of Production and Management Skills ...... 104 Social Gains...... 105 Economic Climate of the Community ...... 105 Plans for the Future ...... 105 Value-Chain Development ...... 105 Product Certification and Exporting ...... 107 Reasons to Export...... 107 When Should you Consider Exporting? ...... 107 Steps to Exportation ...... 108 Helpful Resources ...... 109 X. Cross-Sector Collaboration ...... 110 XI. Extras ...... 113 Professional Business Etiquette In Senegal ...... 113 In Person ...... 113 Phone ...... 114 Written ...... 114 Business Vocabulary Translations ...... 118 CED-Related Ceremonies ...... 127 Procedures & Protocol ...... 127 Public Speaking in Senegal: Some Tips ...... 128 Further Resources: The PC Senegal Google Drive ...... 129 XII. Appendix ...... 130 Agricultural Recordkeeping Logs ...... 131 Agricultural Recordkeeping Log Translation Tables: Wolof ...... 152 Agricultural Recordkeeping Log Translation Tables: Pulaar (Fouta Jallon) .....158 Agricultural Recordkeeping Log Translation Tables: Malinke ...... 164 The PC Senegal Business Assessment Tool ...... 170 Recordkeeping For Illiterate Populations ...... 175 Additional Ecotourism Resources ...... 181 XIII.Bibliography ...... 183
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I. INTRODUCTION
Alhamdulilaah, here at last is the first edition of the Peace Corps Senegal CED Technical Resource Manual!
We could have titled it “PC Senegal’s CED Program: A to Z.” This beautiful, comprehensive and rightly focused manual is the fruit of a collaborative process involving multiple generations of Peace Corps Senegal CED volunteers from whose expertise, successes and failures these lessons were drawn and written.
As the Fulani saying goes: “A single bracelet does not make a sound.”
The music of this manual is the sound of hundreds of bracelets represented by Peace Corps volunteers who have given their time, their hearts and their energy to make a difference in Senegal through our CED program. We are also grateful for all the combined efforts of the PCVs who under the leadership of PCVL Anthony Scavone have made this manual a reality.
I cannot tell you how proud I am to be part of this project. My pride is fully justified as I see this manual as an adaptive and workable material expression of the new “focus in and train up” Peace Corps model as created by the CED Technical Team here at PC Senegal. Please read through this manual, and use it as a reference to shed more light on your work for the greater benefit of the communities we are here to serve.
A Proud APCD,
Amar Sall, CED APCD
Greetings, and Welcome to the First Edition of the New CED Technical Resource Manual!
A little over a year ago, in June 2013, I sat in a room at the Thies Training Center with a group of fellow Community Economic Development (CED) Volunteers and plotted out the beginnings of what would eventually become the entire CED technical training program. Countless hours and blood, sweat and tears from a number of volunteers went into bringing the CED training curriculum to where it is today, providing every new incoming CED volunteer with the knowledge, skills and attitudes necessary to excel in their work here in Senegal.
With the inauguration of this first edition we’ve taken CED training to the next level, providing a document complete with the information of our training program to serve as a reference for everyone: CED, Health, Agriculture and Agroforestry volunteers alike to use throughout the course of their service. Words cannot express how happy I am to have been a part of this development, or how appreciative I am of the team that helped us get here. I hope this manual and its connected resources on the Google Drive prove useful in providing your communities with the support they deserve.
Sincerely,
Anthony Scavone, CED PCV/PCVL 2012-2014
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II. THE PC SENEGAL CED PROJECT FRAMEWORK
Here at Peace Corps Senegal we try to plan everything with the end in mind. Over the course of PST and PST2 you will be trained in almost all of the concepts contained in this manual, but never forget that the following project framework is the basis for everything we do here as CED volunteers in Senegal. It is through these metrics and pages that we not only do our work, but monitor, evaluate and report it as well. When thinking about a potential project, always use this section as a springboard to ensure that you remain rooted in what it really means to be a CED volunteer.
Post Senegal APCD Amar Sall Sector CED Completed by Amar Sall, Talla Diop, Project CED Abiboulaye Diouf, Gregory Porter, Adzovi Dogba, Neil Kolstad, Jennie Davis, Anthony Scavone, and Vanessa Dickey
Purpose: Senegalese Community members will enjoy sustainable livelihoods in vibrant local economies. Goal 1: Enhance business growth and job creation Entrepreneurs will cultivate new business opportunities. Objective 1.1: Business Advising By March 2018, 225 individuals, especially youth and females, will improve business management skills to create or expand business activities. Activities: Each year, 30 Volunteers and their community partners will train and coach 450 individuals and 60 MSMEs in market surveys and feasibility studies, business management skills including: cost control, financial management, recordkeeping, bookkeeping/accounting, business planning, and marketing. SI/PDI Targets: Output Indicators: SI 2250 Individuals Trained in Business Management/Income Generation: Number of individuals trained in business development, including income generation. (CED-004) SI 300 Business Development Services: Number of MSME’s, including farmers, receiving business development services from USG assisted sources. (AG-029 FTF) SI/PDI Targets: Outcome Indicators: SI 150 Business Plans Completed: Number of business plans completed by individuals the Volunteer/partner assisted in entrepreneurship. (CED-017) SI 31 New Businesses Started: Number of new businesses started by individuals the Volunteer/partner assisted in entrepreneurship. (CED-020-D) SI 225 Financial Management: Number of businesses or organizations, out of the total number of businesses or organizations the Volunteer/partner worked with, that improved their financial management practices in one or more of the following areas: policies and procedures, standard bookkeeping practices, appropriate controls, management of debt and cash flow or reporting. (CED- 007-C) SI 150 Separate Money: Number of individuals, out of the total number of individuals the Volunteer/partner worked with, who have now started keeping the money for their business separate from money for personal expenses. (CED-008-B)
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SI 150 Customer Service: Number of businesses, out of the total number of businesses the Volunteer/partner worked with, that improved their customer service practices. (CED-015-C) SI 225 Marketing: Number of businesses, out of the total number of businesses the volunteer/partner worked with, that improved their marketing practices in one or more of the following areas: pricing, packaging, promotion, or product placement. (CED-013-C) Objective 1.2: Product Development and Production By March 2018, 675 individuals will improve their productivity. Activities: Each year, 30 Volunteers and their community partners will train and coach 450 individuals to create new product designs that respond to changes in market preference, add value to existing products, and monitor product quality. SI/PDI Targets: Output Indicators: PI 1688 Product/Service Design Training: Number of individuals trained on production, product/service design or delivery or quality control. PI 1688 Productivity Training: Number of individuals trained on ways to increase productivity such as increased yield or decreased cost of production. SI/PDI Targets: Outcome Indicators: SI 388 Product or Service Development: Number of businesses, out of the total number of businesses the Volunteer/partner worked with, that improved in one or more of the following areas: production, product/service design or delivery, or quality control. (CED-014-C) SI 675 Improved Productivity: Number of individuals, out of the total number of individuals that the Volunteer/partner worked with, that reported improved productivity such as increased yield for crops or decreased cost of production. (CED-011-B) Goal 2: Individuals participating in empowerment groups and producer associations increase their productivity and income Objective 2.1: Income Generating Activities: By March 2018, 2813 individuals who work in woman empowerment groups or producers associations will increase overall income by adding or enhancing at least one income generating activity. Activities: Each year, (30) Volunteers and their community partners will train and coach (2,750) individuals to conduct an IGA feasibility/viability study, employ basic business management skills, write a basic business plan, employ basic marketing skills, complete an application for financial assistance (e.g., micro- credit, small grant, etc.). SI/PDI Targets: Output Indicators: SI 450 Organizations and Groups Receiving Technical Assistance: Number of food security private enterprises (for profit), producers organizations, water user associations, women's groups, trade and business associations, and community-based organizations (CBOs) receiving USG assistance. (AG-035 FTF) SI 13,500 Technical Assistance: Number of members of producer organizations and community based organizations receiving USG assistance. (AG-004 FTF) SI/PDI Targets: Outcome Indicators: SI 180 Value Chain Development: Number of individual producers, out of total number of producers the Volunteer/partner worked with, who made a new link with a distributer or sales outlet. (AG-041) SI 6750 Value Addition: Number of individuals, out of the total number of individuals
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that the Volunteer/partner worked with, that created new value-added products or added value to existing products or services. (CED-010-B) SI 2813 Income Increased Through Value-Added Products: Number of individuals, out of total number of individuals the Volunteer/partner worked with, whose income increased as the result of transforming raw substances/foods into new, value-added products. (AG-040) SI 225 New Technologies and Practices - Adoption by Organizations: Number of private enterprises, producer organizations, water associations and CBOs that applied new technologies or management practices as a result of USG assistance. (AG-036 FTF) Goal 3: Individuals manage their own finances to increase their household economic security Objective 3.1: Financial Literacy By March 2018, 5250 individuals will demonstrate improved financial literacy skills to better manage their finances. Activities: Each year, (20) Volunteers and their community partners will work with (2100) individuals in trainings, workshops, classes, or one-on-one mentoring on topics such as basic money management, personal budgeting, savings schemes and/or bank accounts, financial services, and other topics related to achieving personal financial goals. SI/PDI Targets: Output Indicators: SI 10500 Individuals Trained in Financial Literacy: Number of individuals trained in financial literacy. (CED-023) SI/PDI Targets: Outcome Indicators: PDI 5250 Financial Literacy: Number of individuals, out of the total number of individuals the Volunteer/partner worked with, who demonstrated improved financial literacy skills by doing at least two of the following: creating budgets, starting savings plans, opening up bank accounts, making deposits or withdrawal transactions from savings accounts (formal or informal), participating in group savings schemes, setting financial goals and/or reporting improved money management. Objective 3.2: Youth Entrepreneurship By March 2018 2100 youth will demonstrate improved entrepreneurship skills to increase their readiness for the business world. Activities: Each year, (20) Volunteers and their community partners will work with 700 youth in trainings, workshops, classes, or one-on-one mentoring on topics such as feasibility studies, business planning, experiential business models or simulations, or other methods to increase revenue for income through business activities. SI/PDI Targets: Output Indicators: SI 3500 Individuals Trained in Entrepreneurship: Number of individuals trained in entrepreneurship. (CED-016) SI/PDI Targets: Outcome Indicators: SI 2100 Youth Entrepreneurship: Number of youth, out of the total number of youth the Volunteer/partner worked with, who demonstrated understanding of sound entrepreneurial practices by doing one or more of the following: completing a business plan, participating and completing all steps of a sample or real business, or increasing revenue through improved business practices. (YD-019-D)
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III. COMMUNITY ECONOMIC DEVELOPMENT IN SENEGAL
In order to understand CED work in Senegal, it’s important first to know the fundamentals of the system within which you’ll be working. You need to know the basics of the government—and more specifically the education system, the local economy, and the multitude of CED program partners—before starting work, to know how best to approach your interventions. This basic road map will allow you to not only better understand the needs of your community, but will also help you better navigate your projects and avoid potential pitfalls in the process.
The following section will go into detail on all of these topics in order to provide you with a better scope and understanding of how they function and why they function that way.
GOVERNMENT ORGANIZATION IN SENEGAL Let’s begin with the nuts and bolts of the Senegalese government’s structure. Senegal has five official levels of government: National, Regional, Departmental, “Sous-Préfecture” (District) and Urban or Rural Commune. Since its independence in 1960, the government has shifted from a completely centralized system to a decentralized model. Decentralization transferred some governing power from the national level to regional and local governments.
NATIONAL The national level is composed of the Executive, Legislative and Judicial branches; just like America! The President, the Prime Minister and the President’s Cabinet make up the executive branch. The National Assembly serves as the legislative branch and the judicial branch is made up of Constitutional Council, the State Council and the Supreme Court of Justice. The president is elected for a seven-year term (the current president, Macky Sall, has made the commitment to introduce a constitutional amendment to reduce the term to five years) and National Assembly members are elected for a term of five years. All other positions at this level are held by appointees.
REGIONAL Senegal is divided into 14 regions: Dakar, Ziguinchor, Diourbel, Saint-Louis, Tambacounda, Kaolack, Thies, Louga, Fatick, Kolda, Matam, Kaffrine, Kédougou and Sedhiou. An appointed governor presides over each region and sits in the regional capital where he receives directives from members of the national level.
DEPARTMENTAL Each region is divided into multiple departments, for a grand total of about 45 departments nationwide. Each department has an appointed prefect who reports to the governor. Each department has an elected department council with autonomous budget and planning capabilities. The department council serves a five year term.
SOUS-PRÉFECTURE (DISTRICT) Each department is further divided into sous- préfecture (districts). Senegal has about 103 sous- préfectures that are each headed by an appointed sub-prefect who reports to the prefect of the department.
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URBAN OR RURAL COMMUNES Communes, urban or rural, are governed by an elected council made up of members elected for five-year terms. The council then elects from amongst its members a mayor. The commune has full budgeting and planning powers. Rural communes are composed of a collection of villages that have banded together. Urban communes, on the other hand, are towns of a certain size, usually with 5,000 inhabitants or more.
VILLAGES/NEIGHBORHOODS Any reader who’s on top of their game will realize this is the sixth on the list and the author stated at the beginning that five levels of government exist. It’s not a typo: villages and neighborhoods are not officially part of the government, but they still play an important part in Senegalese society.
Each village or neighborhood has a head, sometimes referred to as the chief. In villages and small towns, the head normally inherits his position from his father. In larger cities, though, neighborhoods elect their head in a more politicized process. The head is responsible for settling disputes between people in the village or neighborhood. He also advocates for people who, for example, are struggling with land rights issues.
WHAT DO THEY DO? Perhaps you are now asking yourself what all these appointed and elected people do. Well, a lot, really. We’re just going to focus on the local government here, though, because it’s more relevant to the average volunteer.
Communes (urban or rural), as a function of decentralization, are fully empowered by law to design, program and implement measures of economic, social and environmental impacts of local interest. They also register voters and issue or replace official documents such as birth certificates and identification cards.
One of the most relevant functions to volunteers is land distribution. Officially, land distribution responsibilities belong to the communes.
Mayor’s offices normally know about any planned investments in the community, organized and active entities involved with economic or social development, as well as any NGO activities.
Government levels in French Not all of these terms are cognates, so here are some terms in French that may trip up you non- Francophones:
District Arrondissement / Sous-préfecture Prefect Préfet Sub-Prefect Sous-préfet Village Head Chef du Village Neighborhood Head Chef du Quartier
THE SENEGALESE EDUCATION SYSTEM Youth make up more than half of the population in Senegal and are the driving force of the economy. CED volunteers can maximize their impact on the local economy by strengthening the educational base
CED Technical Resource Manual 6 for the new generation of business people and entrepreneurs. To build your credibility as an educator, it is important to develop fluency in the workings of the Senegalese education system, which is based on the French system, and is therefore very different from the American one.
BUREAUCRATIC STRUCTURE The Ministry of Education is at the top of the chain in defining general education policy. Focusing on secondary schools at the regional level, the Inspection d’académie implements the education policy. Departmentally, the Inspection départementale de l’éducation nationale focuses on primary schools in implementing the Ministry of Education’s pledge for “supervision and pedagogical visits to schools.”1
They now require that every school form a comité de gestion to promote transparency and to streamline communication. If you want to implement any sort of project within a school, you should consult with the comité de gestion. In addition to this, each school has a bureau des parents d’élèves, which is a Parent- Teacher Association. It provides the parents a forum to discuss any issues regarding the school. The inscription fee is set by the school and its bureau des parents d’élèves, and is capped by the Federal Government at 10,000 FCFA/year/student in all public schools.
Within the schools there is a chain of command starting with the head of the school whose title differs depending on the level (Please see “School Vocabulary” section for specifics). Below him or her are the adjoint, the censeur and the enseignants/professors. The training requirements necessary for each position differ depending on the level of school one teaches. Their titles reflect the amount of training they’ve received, and are therefore very important to note, as school employees may become offended if you misaddress them.
Typically, the most inexperienced teachers are placed in the smaller villages. Due to the nature of the system, teachers have little or no say in where they are placed, unless they choose to be placed in an underserved area. After some years working in the schools, teachers may apply for an affectation, known as a demande de mutation, to be moved to another region or city. These requests are based mainly on seniority.
FORMAL EDUCATION SYSTEM IN SENEGAL The Senegalese public education system comprises francophone schools and Franco-Arabe schools. Education begins at the preschool or kindergarten level, but these levels are not incorporated into the national public education system in Senegal.
Nationwide, public schools officially begin classes on October 1st and end on July 31st. This is open to interpretation, depending on major holidays and the harvest schedule. Eligibility to advance to the next level of education is based solely on the score received on a series of national tests.
1 Candy Lugaz and Anton De Grauwe, “Schooling and Decentralization: Patterns and policy implications in Francophone West Africa,” UNESCO International Institute for Educational Planning, 2010, http://unesdoc.unesco.org/images/0014/001470/ 147099e.pdf.
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The table below gives a list of the French terminology and their American equivalents:
Type of School Grade Levels American Senegal Senegal American Equivalent Equivalent Case des Tout- Pre-School petits X Maternelle Kindergarten Cours Préparatoire (CP) 1st Grade (ages 6-7) Cours Élémentaire 1 2nd Grade (ages 7-8) (CE1) Cours Élémentaire 2 Ecole Primaire Elementary School 3rd Grade (ages 8-9) (CE2) Cours Moyen 1 (CM1) 4th Grade (ages 9-10) 5th Grade (ages 10-11) Cours Moyen 2 (CM2) max age: 14 6ème 6th Grade Collège 5ème 7th Grade (d’Enseignement Middle School th Moyenne/CEM) 4ème 8 Grade 3ème 9th Grade Seconde 10th Grade Lycée High School Première 11th Grade Terminale 12th Grade
PRIMARY SCHOOL The first level of school within the national system is cours préparatoire (CP). While the ages are pre-set for each grade level, it is not uncommon for official papers to be altered to make a child appear younger on his or her official documents.
All instruction is in French and classes at every level are very regimented and scripted by the national education board. Rote memorization is more common than critical thinking.
Once students reach CM2—the final year of école primaire— they take the concours, a three-day comprehensive test that serves as the entrance exam to middle school. Students who pass the concours receive their “Certificat de fin d’Etudes Elémentaire,” which renders them fit to then study at the collège. Generally, the pass rate is high for this exam.
COLLÈGE Collège, or CEM, is the equivalent of middle school. Students study four years of French, math, history, geography, physical education, English, civic education and natural sciences. At the 4ème and 3ème levels, the students begin to study other foreign languages such as Spanish, Arabic and Portuguese as well as natural sciences. Collège students, at the end of their 3ème year, take the “Brevet de Fin d’Etudes Moyenne” also known as the BFEM.
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LYCEE The lycée curriculum is similar to the collège curriculum, just more advanced. However, as they prepare for the baccalauréat exam (the BAC), the students (called élèves) choose an area of focus. The four areas are: math/physical science, math/natural science, French/philosophy, and history/geography/English. During their final (terminale) year, students prepare to take the BAC. This exam determines whether or not they will be eligible to progress to university. Receiving the BAC is considered a high honor because relatively few students take or pass the exam.
UNIVERSITY Senegal has five universities located in the following cities: Thies, Bambey, Ziguinchor, Dakar and Saint- Louis. The universities in Dakar and Saint-Louis are internationally accredited. Every student who passes the BAC is eligible to attend a Senegalese university; however, as there is limited space, the exam is designed to be especially difficult in order to decrease the number of eligible students. The Senegalese government heavily subsidizes the universities but students pay a small inscription fee and find their own housing. University students are called étudiants.
There are also more than 25 grandes écoles publiques. They are branches of l’Université Cheikh Anta Diop (Dakar). They have specific areas of focus like archiving, telecommunications, international affairs, etc.
PRIVATE SCHOOLS Private schools, both secular and parochial, do exist as an alternative to the public system. Fees are considerably higher, but the quality of education is higher with lower student-to-teacher ratios and no strikes by either teachers or students. Entrance exam requirements vary between schools.
TECHNICAL SCHOOLS Vocational training schools have also been trending across the nation in recent years. NGOs mainly fund these schools. Trades include tailoring, cooking, soap-making, cloth-dying, woodworking, metalworking, mechanics, and improved farming techniques. A few NGOs and the government also periodically offer numeracy and local language literacy classes for adults.
FRANCO-ARABE SCHOOLS Franco-Arabe schools (not to be confused with daaras) have also recently started increasing. Students of Franco-Arabe schools receive only a secular education with no religious training. Classes are taught in both French and modern Arabic. In contrast, daaras teach only the classic Arabic of the Koran. Franco- Arabe schools have the same basic curriculum as the francophone schools but include modern Arabic lessons. They are not religious and do not cover the classic Arabic in which the Koran is written.
KORANIC SCHOOLS Koranic schools, also known as daaras, are an important component of traditional Senegalese education. Many children who attend French primary school also attend Koranic school. Students of the Koranic schools, called talibés, beg for food and money to learn humility and solidarity. It is also believed that the students will learn more if they are away from their parents, who would interfere with the schools’ disciplinary methods.
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Koranic schools take a variety of forms, ranging from the informal household with the religious teacher giving lessons within his compound to more formal schools. The basic format is as follows:
Primary: 3-5 years old; child learns the basic knowledge of the Koran Secondary: children who master large portions of the Koran then move on to learn the translations Higher studies: a few students progress to study under famous teachers often at universities in North Africa or other Muslim countries
In an effort to ensure the quality of the education, there have been pushes towards modernization. In the 1950s this resulted in the creation of government-supported Franco-Arabe schools, which are now considered part of the formal education system. Another wave of modernization attempts in the 2000s resulted in the creation of “pre-school Islamic institutions.” The fee for the modern schools is significantly higher.2
SCHOOL VOCABULARY
Proviseur The head of lycée. Censeur The second in line to the proviseur; handles curriculum-related matters and scheduling. Surveillant générale Third in line to the proviseur; supervises the behavior of the students. Intendant Handles inscriptions and purchasing supplies at the high school. Professeur The title of high school teachers. To be a professeur, one needs a maîtrise and teacher training. Principal The head of collège. Supported by a Surveillant générale and a Surveillant secrétaire. Directeur The principal of primary school. Adjoint-direct The assistant to the directeur. Enseignant The title of teachers at the collège and école primaire levels. Collège level enseignants require a license (a bachelor’s degree) and the completion of a special teacher training for CEM instructors. Enseignants at the école primaire level need to have passed the BAC and completed teacher training school. Élève A primary or secondary school student. Etudiant A university student. Comité de gestion A school’s committee composed of a member from each stakeholder (teacher, administration, parents and students) that meet to make major decisions. Bureau des parents Parent teacher association. d’élèves Baccalauréat exam (BAC) The exam that terminale students in high school need to pass to advance to university. Passing the BAC grants the student automatic admittance to university. Attestation A training certificate. Can be obtained after 1-2 years at university or any training program.
2 Pierre André and Jean-Luc Demonsant, “Koranic Schools in Senegal: An actual barrier to formal education?” The African Econometric Society, July 8-10, 2009, http://www.africametrics.org/documents/conference09/papers/Andre_Demonsant.pdf.
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License A bachelor’s degree, obtained after 3 years at university. Maîtrise A master’s degree, obtained after 4 years at university. Diplôme d’Études An advanced degree, obtained after 5 years at university. Approfondi – (DEA) Doctorat A PhD, obtained after 6-8 years at university.
IMPACTS OF DECENTRALIZATION The decentralization of the education system in Senegal is not a modern innovation. Since independence, the government has been “transferring responsibilities to lower administrative and political levels” in phases. Each municipality/rural community receives state-supplied subsidies for nine specific purposes including “construction, equipment, and maintenance of pre- and primary schools, and the recruitment of non-teaching staff.”
The school staff and higher bureaucracy set the agenda for the development of the school and the Comité de Gestion manages the state-supplied funds. Equally important to our work, the parents associations “collect and manage the school fees.” For our CED work this means that the Comité de Gestion is a very important stakeholder to consider when planning formations, projects, or ceremonies with the school. Do not leave these important stakeholders to wonder what you’re up to!
The Wade administration made education a national priority in 2000. Since then, many new schools have been built, especially in rural villages. School enrollment has significantly increased as a result. According to the World Bank, primary school enrollment has increased from 65% in 2003 to 79% in 2012.3 Teaching styles are also changing. Teachers have been slowly moving towards a more participatory method, as opposed to rote memorization of stated facts.
On the other hand, the changes made in the education system have led to some problems. For example, the infrequent visits of the overworked inspection staff disrupt regular school scheduling with their unannounced visits. The inspectors are generally only there for one day (if that) and often impact the recipient’s career. When running a training in a school, be patient with the teachers and staff. They have no say over when and where the inspections take place.
The decentralization has also put a great deal of pressure on the principals, administrative staff and teachers. Now the principals are de facto required to find local partnerships. With this extra responsibility, the principal often delegates his or her responsibilities to other staff members who are not compensated for their extra work. 4
THE WEST AFRICAN AND SENEGALESE ECONOMIES The currency used in Senegal is the West African CFA franc. Most everyone calls the money CFA (SAY- fuh) and doesn’t bother with the francs. But the F in CFA doesn’t stand for francs. The first F in FCFA does.
Before the CFA franc existed, CFA stood for “Colonies françaises d'Afrique,” and all French colonies were utilizing a currency that traded at one-to-one with the French franc. Following World War II, France enacted a series of monetary reforms that included the creation of a separate currency for its African
3 World Bank, “World Development Indicators,” World Bank, accessed July 29, 2014, http://data.worldbank.org/country/ Senegal. 4 Candy Lugaz and Anton De Grauwe, “Schooling and Decentralization: Patterns and policy implications in Francophone West Africa.”
CED Technical Resource Manual 11 colonies. The countries using this new currency comprised the “CFA Zone” and CFA now stood for “Communauté Financière Africaine.” In French, CFA francs are francs CFA, the meaning of the acronym FCFA.
Not long after the CFA zone was formed, two central banks were established: the banque centrale des États de l’Afrique de l’Ouest (BCEAO) and the banque centrale des États de l’Afrique équatoriale et du Cameroun (BCEAEC), which would later become the banque des États de l’Afrique central (BEAC). With independence in 1960, nearly all of the former French colonies in sub-Saharan Africa became part of one of these two monetary unions.
The two currencies remained pegged to the French franc and control of the management and financial policy of both the BCEAO and the BEAC remained in France under the direction of a French Directeur General. In 1973, the first African director of the BCEAO was named and the title was changed to Gouvernour. In 1979, the BCEAO’s headquarters was transferred from Paris to Dakar. Today, general policy direction of the BCEAO is provided by a Conseil des Ministres consisting of two ministers (the Finance Minister plus one other) from each member country, while the President of the Conseil des Ministres is a revolving position.
In 1999, when France adopted the euro, the CFA franc became pegged to France’s new currency. Today, half of all currency reserves held by the countries of the CFA zone are managed by the French treasury in order to ensure euro-FCFA convertibility at all times.
ECONOMIC AND MONETARY UNIONS With their small economies, Senegal and many other African countries face stiff competition on international markets and have less clout with international bodies such as the World Bank and the IMF. Economic unions are instrumental in giving the West African economies a bigger voice in their economic affairs and when negotiating economic partnership and trade agreements.
ECONOMIC COMMUNITY OF WEST AFRICAN STATES In May of 1975, fifteen West African countries, including Senegal, founded the Economic Community of West African States (ECOWAS)—or, if you prefer your acronyms in French, CEDEAO: Communauté Économique des États de l'Afrique de l'Ouest. Its goal was and remains the promotion of economic integration across the region in order to achieve "collective self-sufficiency" for its member states by creating a single large trading bloc through an economic and trading union.
THE CFA ZONE The “CFA zone” currently consists of fourteen countries and two currencies: the Central African CFA franc and the West African CFA franc. As already noted, the two currencies are pegged to the euro at a fixed rate, which means that despite being two separate currencies issued by two different central banks, the exchange rates in the 14 countries are identical.
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WEST AFRICAN ECONOMIC AND MONETARY UNION Eight West African countries—those whose monetary policy is governed by the BCEAO—also comprise the West African Economic and Monetary Union (WAEMU, also known as the Union Économique et Monétaire Ouest-Africaine or UEMOA). It was established by treaty in January 1994 to promote economic integration among the countries that share the West African CFA franc as a common currency: Benin, Burkina Faso, Côte d’Ivoire, Mali, Niger, Senegal, and Togo. In May of 1997, Guinea-Bissau, a former Portuguese colony, became the organization’s eighth—and only non-Francophone—member state.
WAEMU’s economic objectives include the creation of a common market, the rationalization and harmonization of the legal environment, the convergence of macro-economic policies and indicators, and the harmonization of fiscal policies.
EXPORTS AND INTER-AFRICAN TRADE The European Union and the United States are Africa’s—and Senegal’s—key export markets, but China and other emerging economies have dramatically increased their share of the continent’s exports in recent years.
From 2005 to 2012, Europe’s share of Africa’s exports fell from 43% to 38% and North America’s share was cut nearly in half from 21% to 12%. Developing countries, meanwhile, took only 29% of Africa’s
CED Technical Resource Manual 13 total exports in 2005, but by 2012 that number had risen to 43%. Fuel accounts for the lion’s share of Africa’s total exports (61% of its total) to the world.5
Trade between African countries, however, is currently estimated at 10% of the continent’s total, a long way behind other regions. Based on 2009 figures, trade within South American countries was about 22% of the total, while 50% of Asia’s trade is between its respective countries.
The main limiting factor on inter-African trade is economic protectionism. Tariffs and other trade restrictions—non-tariff barriers that include import quotas, special licenses, export restrictions, export subsidies, sanitary measures, and rules of origin—have forced most African countries to rely heavily on trade to other regions of the world. This heavy reliance on external markets hampers African economies in a number of ways. With their natural, neighboring markets closed to them, African countries have fewer options—and thus less bargaining power—when seeking to sell their exports, and when buying or contracting for imports. Fewer available markets means less control over prices when buying and selling, and a limited availability of products. What’s more, fewer markets make it difficult for African countries to diversify their risks and exposure to foreign economies. 6
PROPOSED CONTINENTAL FREE TRADE AREA The trade restrictions affecting Senegal and other African countries make it difficult for them to expand their markets and trading partners to all regions of the world. The international trade center estimates that 63% of all Senegalese businesses are affected by non-tariff trade barriers, both internal and external. Although that figure seems large, it is actually smaller than the West African average of 72%.7
A summit of African Union leaders in January 2012 endorsed a new action plan to boost trade between the continent’s countries. The summit set a target of 2017 to establish a Continental Free Trade Area (CFTA) to bring together Africa’s small and fragmented economies into a single market. The proposed CFTA would significantly boost Africa’s efforts to speed up its integration and be ready for new challenges.
The main objectives of Africa’s Continental Free Trade Area are to:
Create a single market for goods and services, with free movement of business people and investment, paving the way for a continental customs union; Expand trade within Africa through better harmonization and co-ordination of trade liberalization regimes within regional economic communities and across Africa in general; Resolve the challenges of multiple and often overlapping groups to improve regional and continental integration; Enhance business and industrial competitiveness by exploiting opportunities for larger scale production, continental market access and better reallocation of resources.8
5 World Trade Organization, “World and Regional Export Profiles,” World Trade Organization, accessed July 29, 2014, http://www.wto.org/english/res_e/statis_e/world_region_export_12_e.pdf. 6 Karen Hasse, “Non-tariff barriers choke African trade,” Good Governance Africa, February 1, 2013, http://gga.org/stories/ editions/aif-8-duty-bound/non-tariff-barriers-choke-african-trade. 7 ITC Communications, “Majority of Senegalese companies affected by non-tariff measures,” International Trade Centre, February 26, 2013, http://www.intracen.org/news/Majority-of-Senegalesecompanies-affected-by-non-tariff-measures/. 8 African Union, “Experts discuss the establishment of the Continental Free Trade Area,” African Union, April 7, 2014, http://pages.au.int/cfta/events/experts-discuss-establishment-continental-free-trade-area.
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In addition to the prospect of creating inter-African free trade zones, there are laws being passed such as the U.S African Growth and Opportunities Act, or AGOA, which can help to expand international markets. AGOA grants special trade barrier exemptions to certain goods that are imported from African countries to the United States, among them baobab fruit. Through measures such as this, it is becoming easier for small producers to enter the export market.
WEST AFRICAN ECONOMIES The 15 member countries of ECOWAS had an estimated combined GDP of 675.9 billion USD in 2013.
In 2001, the eight countries of the West African Economic and Monetary Union had a combined GDP of 25.5 billion USD. In 2013, that number had risen to 89.4 billion USD, more than a 250% increase over twelve years.9
Cote d’Ivoire is the largest of the WAEMU economies, followed by Senegal. Together, the two countries account for half the total GDP of the entire union. Both countries benefit from their Atlantic ports and serve as transit hubs for their landlocked neighbors.
West Africa has become the fastest growing region of the continent. Growth is being driven mainly by the oil and mineral sectors, as well as by the agriculture and the service sectors. On the demand side, consumption and investment are increasing. GDP growth in the WAEMU countries was 4.4% in 2010, but dropped to .7% in 2011, reflecting the effects of political turmoil and the economic and financial volatility in the region’s export markets. Growth rebounded incredibly in 2012 to 6.4%, further underlining the tenuous nature of growth rates in the region (Côte D’Ivoire and Niger made up the lion’s share of the growth rate rebound in 2012).10
OVERVIEW OF SENEGALESE ECONOMY The Senegalese economy has shown encouraging resilience in the face of recent global economic uncertainty. GDP grew by 4% in 2013, 3.5% in 2012, and 2.1% in 2011.
Annual household consumption had been posting modest annual growth since the early 2000s at about 4- 5%, but has posted negative growth rates in two of the past three years, suggesting that household incomes have remained stagnant and even contracted slightly since 2011. As a measure of household economic conditions, the long-term climb in consumption suggests rising incomes and increased purchasing power. However, numbers in recent years are showing a more worrisome trend that point toward stagnation even in the face of relatively robust GDP growth.
Agriculture is the main source of employment, but accounts for a disproportionately small share of GDP—about 16.73% in 2013—reflecting the reality that most farmers are employed in the job of feeding their families. It’s also a volatile sector of the Senegalese economy: value-added agriculture, as a share of GDP, has risen and fallen by as much as 19% in recent years. Much of this volatility can be attributed to recent price and demand fluctuations in Senegal’s agricultural export markets, as well as unpredictable rainfall. Senegal, like several other African countries that depend on European markets, is particularly exposed to the current weakness of the European economy.
9 World Bank, “GDP (current US$),” World Bank, accessed July 29, 2014, http://data.worldbank.org/indicator/NY.GDP.MKTP .CD/countries. 10 Banque de France, “Statistical series on the franc zone: WAEMU (UEMOA),” Banque de France, accessed July 29, 2014, https://www.banque-france.fr/fileadmin/user_upload/banque_de_france/Eurosysteme_et_international/WAEMU_Real-GDP- Growth_en.xlsx.
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The services sector, which includes tourism, education, health care, real estate and financial services, is the second-largest formal employer and accounted for 59% of GDP in 2012. Industry, which includes manufacturing along with mining, construction, and utilities, made up 24% of Senegalese GDP in 2012. It’s worth noting that manufacturing—like other value-added industries—is not one of the main engines of growth in Senegal or in Africa. In Senegal, manufacturing has been growing at less than 5% of GDP annually. Along with agriculture, the manufacturing sector offers great potential for expansion. 11
In 2011, exports of goods and services totaled 3.8 billion dollars. 12 Fuel, metals, gold, phosphoric acid, cement and fish are the perennially largest export sectors in dollar terms, and in account for over 55% of all exports.13
The total value of imported goods and services was 6.4 billion dollars in 2011—more than half again the total value of exports. Senegal has a long-running imbalance of trade. Stretching back more than twenty years, Senegal has never had a positive trade balance. Contributing significantly to this situation is the fact that Senegal is not a food-secure country. Roughly a quarter of all merchandise imports are food.14
Roughly 45% of imports come from Europe alone, but that number is falling as China and the developing countries of Asia increase their share of the Senegalese market. Imported merchandise from Asia now accounts for almost a quarter of all Senegalese imports.15
CED PROGRAM PARTNERS To strengthen the impact of your projects, you can collaborate with a range of actors, both Senegalese and foreign, who share the same goals as the CED program. CED program partners can provide expertise and financing, support efficient development and, in many cases, give the community ownership over the project.
Even if you do not work directly with other actors, it is important to maintain a relationship with other organizations to ensure our work stays relevant and applicable. Moreover, collaborating with other partners supports the overall efficiency of development; we do not want to repeat what someone else is already doing.
The CED program works with organizations at the international, national and regional levels that cover all four niches. Below is a brief list of proven CED program partners. But of course, the more relevant resources available to you are those found in your local community.
INTERNATIONAL United States African Development Fund (USADF): an independent Federal agency established to support African-designed and African-driven solutions that address grassroots economic and social problems in conflict and post-conflict communities. USADF provides grants of up to $250,000 directly to marginalized community groups and enterprises in Africa. These grants help organizations create and sustain jobs, improve income levels, and address social development needs. http://www.adf.gov/
11 World Bank, “World Development Indicators.” 12 World Bank, “World Development Indicators.” 13 MIT Observatory of Economic Complexity, “Learn more about trade in Senegal,” OEC:Obeservatory of Economic Complexity, accessed July 29, 2014, http://atlas.media.mit.edu/profile/country/sen/. 14 World Bank, “World Development Indicators.” 15 MIT Observatory of Economic Complexity, “Learn more about trade in Senegal.”
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United States Agency for International Development (USAID): The U.S. government agency that provides economic, development and humanitarian assistance around the world. Most USAID projects are contracted to other NGOs or for-profit development organizations. USAID finances the Small Project Assistance (SPA) and Feed the Future (FTF) grants in Peace Corps Senegal. http://www.usaid.gov/
Japanese International Cooperation Agency (JICA): The development agency of Japan. Employs volunteers like PCVs.
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ): German international development agency.
NATIONAL
AGRIBUSINESS Institut Technologie Alimentaire (ITA): Aims to generate added value for local food products through their transformations and quality control. Invests in research and new technologies; offers technical assistance; operates a laboratory to test quality control. http://www.ita.sn/
L’Agence Nationale de Conseil Agricole et Rural (ANCAR): Offers legal advice for small producers with the objective to sustainably improve productivity, production, food security and income. It has the status of a public limited-liability company (Société Anonyme) of private law, but was created by the Senegalese government with the support of the World Bank. http://www.ancar.sn/
ECOTOURISM Ministre du Tourisme et des Loisirs: Regulation, promotion and development of Senegal’s tourism sector. http://www.tourisme.gouv.sn/
HANDICRAFTS Agence pour la Promotion et le Développement de l’Artisanat (APDA): Works to advance the competitiveness of the artisanal sector in Senegal. Offers financing, helps to strengthen the management capacity of small businesses and helps develop sites to promote handicrafts. APDA is an autonomous administrative structure acting under the authority of the Ministère en charge de l’Artisanat. http://www.apda.gouv.sn/
WASTE MANAGEMENT L’Unité de Coordination de la Gestion des Déchets Solides (UCG): With both APROSEN and SOPROSEN decommissioned, L’Unité de Coordination de la Gestion des Déchets Solides has risen to take their place as the national player in the realm of waste management. The UCG is charged to ensure and support all activities of public cleaning, pre-collection, collection, transport, processing, recovery and disposal of solid waste, in addition to waste valorization promotion on behalf of the state, local authorities, and private persons. http://www.ongcapes.org/index.php
Association pour la Defense de l’environnement et des consommateurs (ADEC): a not-for-profit organization which aims to disseminate and implement the UN guidelines for consumer protection. Consumer education and information are its two main activities.
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NON-NICHE SPECIFIC ORGANIZATIONS l’Agence de Développement et d’Encadrement des Petites et Moyennes Entreprises (ADEPME): Offers basic yet valuable support to business developers, with the mission to enhance the competitiveness of business in Senegal. Trainings are normally available for a fee. ADEPME also runs a website with many helpful guides on how to start a business in Senegal. Materials include sample business plans, step- by-step instruction on business formalization, and information on financing. Organization’s Site: http://www.adepme.sn/ Resource Site: http://senegal-entreprises.net/
Agence pour la Promotion des Investissement et Grands Travaux (APIX): Searches and identifies investors for Senegalese enterprises; assists investors in formalities relative to the setting up of businesses and in obtaining various administrative authorizations regarding access to land, building permits, licenses, etc. http://www.investinsenegal.com/
Fonds de Developpement de l’Ensignement Technique et de la Formation Professionelle (FONDEF): Financially and technically supports professional training for businesses, schools and training centers. http://www.fondef.gouv.sn/
REGIONAL AND LOCAL
HANDICRAFTS Chambre des Métiers: Responsible for the regional representation of the interests of craftsmen and women on behalf of the government. Offers training, supplies development spaces for artisans and works in artisanal food transformation. http://www.directionartisanat.gouv.sn/
YOUTH DEVELOPMENT Organismes Départementaux de Coordination des Vacances (ODCAV): organizes summer activities for youth.
Les Associations Sportives et Culturelles (ASC): Similar to youth groups. There are several ASCs in every town; they are usually self-directed and organized by neighborhood. Serve as a good target group if you want to lead a training.
Centre Départementale d’Education Populaire et Sportive (CEDEPS): A technical training space, based in the department capitals.
Education system: The écoles primaires are host to Junior Achievement’s Notre Commune program on civic engagement. The lycées are often the base of Junior Achievement’s Jeune Entrepreneur and other entrepreneurial training programs. Collèges are great sites to engage with English teaching or correspondence programs.
Lycée technique: a high school that directs its students to learn a specific trade. Tracks include laboratory sciences, business management, music and dance, health sciences, and agronomy. Compare to a lycée moderne, or a high school that orients students to a general track of study. Not all communities have lycées techniques.
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GENERAL GOVERNMENT ORGANIZATIONS Chambre de Commerce: Contributes to economic growth and poverty reduction through the development of local industry, production quality, and trade policy, with respect to the needs of consumers, export developers and the informal sector. Offers trainings to local businesses as well. Look for them in your regional capital, as each region tends to have slightly different names, services and websites.
Agence Regional de Développement (ARD): supports the coordination and harmonization of the development projects and interventions in local communities. Specifically, it is responsible for: supporting and facilitating the local development planning; supporting the consistency of interventions between local communities in the same region; monitoring and evaluation of programs.
La Maison du Développement Locale (MDL): Prepare and implement sustainable development projects, in conjunction with the other organizations in the department. Can offer technical advice, training and orientation.
Le Mairie/Conseil Rural: Mayor’s office; administrator of the communes in Senegal (as opposed to rural community, department, etc.). The Mayor’s term is five years. Runs trash collection, finances elementary schools and promotes other services that affect the commune itself.
YOUR GREATEST PARTNER: YOUR COMMUNITY There are dozens of like-minded, well-funded resources available to help you and your community. Of course, to execute demand-driven and sustainable projects, the very first “CED Program Partner” with whom you should interact is the community itself.
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IV. THE 4 CED PROGRAM NICHES
In order to best facilitate our work as CED volunteers in Senegal, the program focuses on four main economic “niches” that the program as well as the Senegalese government have identified as sectors of the economy with high growth potential. The four CED niches in Peace Corps Senegal are: Agribusiness, Handicrafts, Ecotourism and Solid-Waste Management. The following sections will go into more detail about these economic sectors in Senegal and the activities in which CED volunteers participate to help further Senegal’s growth and development.
AGRIBUSINESS The first and broadest CED niche is agribusiness. Senegal is still a primarily agrarian society, and subsistence farmers make up a large portion of its population. According to the USDA Foreign Agricultural Service (FAS), around 75% of the Senegalese population is in some way economically engaged in the agriculture sector here in Senegal.16 According to the World Bank, the Agriculture Value Added for 2012 in Senegal was over 2 billion USD, or about 16.73% of Senegalese GDP.17 Senegal produced agricultural value in the following sectors: forestry products, hunting, fishing, cultivation of crops and livestock production. Of those sectors, the USDA FAS has identified livestock as one of the sectors with the highest growth potential in the country because currently most dairy products are imported from abroad despite the large number of cattle raised in the country. 18
This isn’t of course to say that there aren’t other areas for growth, especially in the realm of agricultural transformation, the main activity for CED volunteers working within the agribusiness niche. CED volunteers work with individuals at almost every step along the value chain of agricultural products.
Farmers/Producers
Middlemen
Processors/Transformers
Distributors/Sellers
16 Mbalo Ndiaye, “Senegal Agricultural Situation Country Report,” USDA FAS Global Agricultural Information Network, January 17, 2007, http://apps.fas.usda.gov/gainfiles/200701/146279961.pdf, 1. 17 World Bank, “World Development Indicators.” 18 Mbalo Ndiaye, “Senegal Agricultural Situation Country Report,” 7-8.
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Here’s a quick sample of the work that CED volunteers have done and continue to do at each step along this value chain:
Farmers/Producers – Recordkeeping and Cost Tracking (sometimes with illiterate work partners)
Middlemen* – Price Tracking (* We don’t really work with middlemen)
Processors/Transformers – Teaching Food Transformation and Business Skills/Processes
Distributors/Sellers – Bookkeeping and Creative Marketing Skills
Depending on the situation, these different steps in the value chain could all be done by one individual or many people spanning the country or even the globe. The following sections will go into more detail about some of the agribusiness-specific tools and processes we extend to local farmers to help them increase their yields, preserve their stocks and better sell their products to increase not only their profits, but their personal food security as well.
PRODUCTION PLANNING Making a plan. It’s something that people do every day as a way to anticipate opportunities or problems and efficiently use their time and resources. Farmers, in particular, can benefit from making a plan, yet few Senegalese farmers do so. The reason has not so much to do with a lack of understanding the benefits of planning ahead as not having the information to do so. Information is the key to making a plan, and planning ahead—budgeting, preparing, and developing a strategy—is the key to helping a farmer become a better businessperson. Adequate production planning helps farmers reduce waste, increase yield and profits, and further contribute to food security on a local level.
DEVELOPING AN AGRICULTURAL CALENDAR An agricultural calendar helps a farmer plan for the immediate future. In its simplest form, it’s a list of the things—activities—that a farmer does throughout the growing season, from pre-planting through post- harvest. By developing an agricultural calendar, a farmer is anticipating all the things that need to be done and when he or she needs to do them. He’s making a forecast of his future activities. But before the growing season starts, he’ll also want to forecast his future needs. Things like how much seed, water and time he’ll need for planting, or how much it will cost to transport his vegetables or grain to market after harvest. Things like inputs and outputs.
Inputs are all of the things that go into producing a crop, so, for instance, seeds, fertilizer, sunshine and labor. Sunlight is still free, but most other inputs have a cost associated with them.
Outputs are the valuable crops and agricultural products that result from those inputs, like millet, mangos and milk. Outputs include both the crop being grown—let’s say corn—and any marketable by-product—cornstalks for animal fodder, for example.
If a farmer has records of prior growing seasons, you can use those records to calculate this year’s needs. But let’s say a farmer doesn't have records, or is planting a crop for the first time. You can help her (or him) estimate her needs by using the information that’s on the veggie sheets and elsewhere in your gardening manuals.
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ESTIMATING WATER INPUTS In Senegal, the average water requirement throughout the year is 5 liters of water per square meter of garden bed per day. In the vegetable-specific sheets, we have slightly higher watering recommendations for certain vegetables such as cucumber or celery, so consult the appropriate veggie sheet for recommended water requirements. The amount needed will vary from season to season and from crop to crop, and will lessen if a farmer uses water-saving techniques such as mulching, wind breaks, dappled shade, or drip irrigation. Given all these variables, calculating water inputs will only give an estimate. The advantage of keeping records is that they record a specific situation. All the variables are accounted for, and a farmer can make a much better estimation of the needs for future growing seasons.
ESTIMATING TIME INPUTS Estimating time inputs helps a farmer predict his or her time and labor needs. Time inputs are different in the field and in the garden. In the field, on average, it should take a typical farmer from 3-5 days to work an entire hectare on a single task. That means 3-5 days to plow it, 3-5 days to seed it, 3-5 days to weed it, and 3-5 days to harvest the grain.
Given the diverse set of tasks that must be performed in the garden, there’s no simple formula. But there are some rough estimates:
Making and turning compost: 4 hours once every 2 weeks. Turning compost piles and sifting finished compost: 2-4 hours every two weeks. Double-digging garden beds: 20 to 40 minutes per square meter, depending on soil condition, heat and other factors. Single well maintained garden beds: 5-15 minutes per square meter. Making and seeding nursery beds: 40 to 60 minutes per square meter. Transplanting/seeding in garden beds: depending on the type of vegetable, 5 to 15 minutes per square meter of garden bed. Weeding: 5 minutes per square meter of garden bed, 2-4 times per month. Watering by hand: 30-60 minutes per 100 square meters depending on the type of watering system and the distance from the water source. If the garden is fed by a spigot, we highly recommend building a water basin. Water basins greatly reduce wait time when filling watering cans.
ESTIMATING SEED AND TRANSPLANT REQUIREMENTS Estimating seed and transplant requirements before planting can help ensure that your farmer has a successful season. Seed and transplant requirements can be found in the Propagation Information section on the veggie sheets in your gardening manual. The requirements are different for seeds versus transplants.
Garden seeds – Multiply the recommended amount of seed by the size and number of garden beds. Field crops – The Peace Corps Senegal Field Crop Manual has information on calculating seed inputs for many types of field crops. Transplants – Transplants are somewhat more complicated than seeds. Use the recommended spacing of the particular vegetable to calculate how many plants will fit in 1m2 of garden bed. Multiply that number by the number of square meters you wish to plant to get the total number of transplants needed. Double the total number of transplants needed to account for germination
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issues, and transplant die-off. Use the propagation information section to calculate the amount of seed and nursery space you will need for that many transplants.
ANTICIPATING YIELDS Estimating anticipated yields can help a farmer forecast the size of his or her harvest and the price that harvest might bring at market. Information on how to estimate potential yields for both field crops and garden vegetables is found in the respective manuals. Potential yields are calculated by hectare for field crops and by square meter for garden vegetables.
THE IMPORTANCE OF RECORDKEEPING With an agricultural calendar and the pre-recorded data in the Gardening and Field Crop manuals, you can help growers estimate their inputs and activities and be better prepared for the growing season. Now let’s take this a step further. By tracking and recording their inputs and outputs, a grower can get a better understanding of how the garden or farm operates, and how well that garden or farm—the business—is doing. There’s a lot of useful information that growers can learn about their gardens and farms: which of their crops is most profitable or where there are opportunities to trim waste and cut costs, for example. But to do so, a grower needs data that's specific to his or her situation, not generic formulas that apply to everyone.
Before a grower can start tracking inputs and outputs, he or she needs to have a system—a methodology—for doing so. This manual contains a set of nine data-collection logs that you can use with your farmer to track costs and activities, monitor pests and other problems, record harvests and sales, and even manage a commercial tree nursery. They’re also available on the PC Senegal Google Drive. The logs focus on the parts as a way to see the whole. Some of the logs are meant to track a specific crop in small units over a short period of time—for example, the mint in one garden bed for one growing season. The other logs allow a farmer to aggregate that information and get a look at the bigger picture—all garden crops for the past year, let's say.
It is important to recognize that data collection starts extremely slowly in Senegal. Just like anywhere else in the world, adopting new technologies or new ways of doing things takes some time. It will most likely be too daunting to think of keeping records of a whole farm, so get a farmer started by tracking just one or two crops. That’s a more manageable way to begin, and working with a farmer or gardener to collect some data the first season is better than collecting no information at all. Hopefully, over time your farmers and gardeners will see the value of this kind of recordkeeping and as their proficiency increases, each year they can begin to track larger and larger parts of their businesses.
There’s one other potential impediment to recordkeeping that this system doesn’t address: illiteracy. Currently, the data-collection logs offered in this manual are only applicable to literate work partners. Keeping good records with illiterate work partners will be extremely challenging, but all the more rewarding. When you’re working with illiterate farmers, one thing you can do is find out if they have an educated relative or child who might be able to help them with recordkeeping.
TRACKING AND RECORDING INPUTS There are four logs for recording information about a farmer’s inputs, as well as a log for use by growers of grafted trees that records mainly inputs but a few outputs as well. If you don’t have access to the logs themselves, you can collect this information in a notebook and transfer it to a log at a later date.
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Inputs and activities log – A farmer’s agricultural calendar is a forecast: what she (or he) needs to do and when she needs to do it. This log is a record of what she did and how she did it. Use a separate log for each crop or individual field or bed to track and record: o Land preparation: dates, activities performed, materials used prior to planting (such as mulching material or another soil amendment), and how much time was spent on each activity. o Seeds/transplants: date of planting and the crop variety that was seeded or transplanted, either the seeding density per square meter or hectare or the transplant spacing that was used, and how much time was spent on each activity. o Fertilizers/pest control: date of the activity, material or method applied, usage rate, amount used. Also note any particulars or observations, and how much time was spent on each activity. o Thinning: date of thinning, method of thinning, and how much time it took. o Weeding: date of weeding, the weeding method used, projected date of the next weeding, and the amount of time spent weeding. o Watering: date of watering, watering method used, amount of water used, and the amount of time spent watering. This can be taken as a weekly or bi-weekly average if that is easier since watering will most likely occur every day. o Additional notes and observations: the remaining section of this log is for additional notes and observations.
Pest and disease monitoring log – Use a separate log for each crop or individual field or bed to track and record: the date the pest or disease was first observed, the type of pest or disease, the type and extent of crop damage that was incurred, the control method used, and the date it was applied. Also record whether or not the method was effective and any additional notes and observations.
Seed and transplants stock log – Some of this information will have been recorded in the seeds and transplants section of the Inputs and Activities Logs. On this log that information gets compiled to help track the bigger picture. Use one log to track and record o Garden seed and planting stock information: type of crop, crop variety and supplier (from who or where the farmer purchased it). o Costs: the price per unit, the amount purchased, and the total price paid. o Usage: the amount of seed used, the seeding density used, and the amount of seed remaining. If you’re dealing with transplants, record the number of transplants used, transplant spacing, and the number of transplants remaining. o Storage time: estimated shelf life of unused seed.
Farm costs log – Tracking costs is the most important recordkeeping a farmer can do. Having an account of total costs is important when it comes to determining whether or not a farmer had a profitable year. This log is designed to be a record of total production costs: all the inputs that a farmer spent money on. To help farmers gain even greater insight into their businesses, adapt this methodology slightly and keep a separate cost log for each type of crop grown. Then aggregate the information from the different logs onto one log for the whole farm. When tracking costs, completeness is everything so consider all of the following: o Seeds/transplants: record the date of purchase, type of crop, variety of seed or transplant, amount purchased, cost per unit, and total cost. o Fertilizers/pest control: record the date of purchase, type or brand of material, source, amount purchased, cost per unit, and total cost.
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o Water: if a farmer gets water from a faucet, record the price per cubic liter, number of cubic liters bought, and total cost. If a farmer gets water with the use of a pump, record the price per cubic liter, number of cubic liters bought, amount spent on electricity or diesel to operate the pump, and total cost. o Hired labor: the cost of labor can be difficult to record. If your farmer hires labor—an extra worker during harvest season, for example—and he (or she) pays a wage, then it's fairly straightforward to figure out his or her labor costs and the information he or she will want to record: the laborer’s name, the work he or she performed, the hourly or daily rate he or she was paid, the number of hours or days the laborer worked, and the total amount the laborer was paid. Some farmers pay their workers a percentage of the harvest instead of a wage. In that case, a farmer should record the estimated market value of the portion of the harvest the worker was paid. In either case, record the total cost of hired labor. o Materials transportation: for costs associated with materials being transported—usually bringing things to the farm—record the type of transport used, the material or goods being transported, their origin and destination, the number of people travelling, the cost per person (if applicable), transport fees for the materials or goods, and the total cost. o Post-harvest transportation: for costs associated with goods being transported—usually the costs of bringing produce to market—record the type of transport used, the material or goods being transported, their origin and destination, the number of people travelling, the cost per person (if applicable), transport fees for the materials or goods, and the total cost. o Tool/material repair and replacement: record the tool or type of material, the number of years it was owned or in use, its repair or replacement cost, whichever is applicable, and the total cost. o Storage and tool/machine rental: there are many different types of rental costs, whether for tools, machines or storage space. A farmer may need to rent a plow or seeding machine, may need to pay for shelling or grinding services, or may need to lease storage space. Record the rental rate, the number of days, and the total rental cost. o Loan interest: if your farmer is paying off a loan, record the costs and payments associated with the loan. o Other Costs: there may be other, occasional production costs that don’t fit into these categories. The cost of providing room and board for a hired worker is one you may encounter. Record any miscellaneous costs and include them when determining the total production costs for a specific crop or an entire farm.
Grafting log – This log is for use by orchardists and growers of grafted trees, such as commercial nurseries (pèpiniéres), and tracks both inputs and outputs. Ideally, a log should be kept for each kind of grafted tree (each combination of root stock and scion). Use this log to record: each tree’s identification number (trees should be numbered both as a means of identifying them and as a method of maintaining and tracking inventory), the date it was grafted, the origin and age of the root stock and how often it was watered, and details about the scion (its origin, the date it was harvested, the price paid if it was purchased and the method of scion preparation). Those are all inputs. For commercial enterprises—if the grafted trees are intended for sale—use the log to record these outputs: the date of sale, the selling price and the number of other trees of this combination (of root stock and scion) remaining in inventory.
The information on inputs is particularly important if your tree farmer plans on selling grafted trees: buyers will want to know (and have documented) things like the root stock, the scion, the date of the graft and the age of the grafted tree.
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As mentioned earlier, encourage your farmers to keep a separate cost log for individual beds or fields or for each type of crop. Among other things, this will provide the information needed to calculate production costs—what a gardener spent to grow her tomato crop, for example. But if we also know how many kilos she harvested and how much she sold them for, we can determine whether she made a profit on her tomato crop. Harvests and sales are outputs, and you can help a farmer record those things, as well.
TRACKING AND RECORDING OUTPUTS There are four logs for recording information about a farmer’s outputs. Again, you can collect this information in a notebook and transfer it to a log at a later date. Farm harvest record – Use this log to record: the date of harvest, the bed or field harvested, the type of crop harvested, the quantity harvested, its grade or quality, and whether it was stored, sold or consumed. Market load list – This log is an inventory of what a farmer brings to market each day. Use a separate log for each type of produce and record: the date, any amount carried over from the previous market day, the quantity that was harvested, any amounts consumed by the family, the total amount brought to market, the quantity sold, any amount lost to spoilage, and the quantity remaining. Market sales log – This will give your farmer a detailed record of each market day's sales. Record: the date of sale, the market or customer, the crop or type of produce sold, quantity sold, the sales price per unit, and the total price received. Total market sales log – Use this log to record and calculate a farmer’s total annual sales. Record: the date of sale, the market or customer, and the total sales receipts for each day. To calculate a farmer's annual total sales, add the amounts in the total sales receipts column and enter the sum in the shaded box at the bottom.
If you’re committed to starting small with your farmer, but you’re wondering where to start, recording costs and recording harvests are two of the most important things you can do. But the more data that a farmer collects, the more information he or she has to help make better decisions.
THE BENEFITS OF RECORDKEEPING The information that farmers track and record can help them make informed decisions about crop selection and crop diversification. Information allows a farmer to plan ahead: he (or she) can anticipate his needs and budget for costs. Tracking the time and labor that goes into producing a crop means a gardener can assess his workload and allocate his time more efficiently. Recordkeeping can help increase crop yields by identifying what’s worked best in previous growing seasons. Keeping records and tracking costs can help farmers identify where they’re wasting money—and effort—and trim their production costs. Ultimately, recordkeeping is the key to helping farmers improve the profitability of their businesses.
CALCULATING MATERIAL AND TOOL NEEDS Each of the veggie sheets in the Gardening manual includes sections on “Soil and Amendments,” “Care and Maintenance,” “Fertilization,” and “Harvesting, Seed Processing and Storage.” Use the information contained in these sections to help farmers estimate their materials and tool needs when they are planting a crop for the first time, or when they don’t keep records. If your farmer tracks inputs, you can use the information recorded on the Inputs and Activities Log and the Farm Costs Log to better calculate the farmer’s material and tool requirements and how much to budget in coming seasons.
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CALCULATING PEST MANAGEMENT COSTS Pest management costs can also be estimated using the information contained in the PC Senegal Integrated Pest Management manual. Any estimate of pest management costs will depend on the method a farmer chooses to use to combat insects or disease. If a farmer tracks inputs, you can use the information recorded on the Inputs and Activities Log, Pest and Disease Monitoring Log and the Farm Costs Log to not only calculate the farmer’s pest management costs but also to assess the effectiveness of various pest-control methods.
ASSESSING FEASIBLE WORKLOADS Earlier in this chapter, the “Estimating Time Inputs” section contains a number of rough estimates for various field and garden activities. If a farmer tracks inputs, you can use the specific information recorded on the Inputs and Activities Log to calculate the actual amount of time spent working in the field. If a farmer wants to expand production of a specific crop, it’s important to know if he (or she) has enough available time in the week to do so. Add up the total hours spent working on a crop. Subtract the total from the number of work hours in a week. The remainder is the number of work hours available and can be used to calculate how large an expansion of production can reasonably be managed.
YIELD DOCUMENTATION The information that a farmer records on the Farm Harvest Record helps to document her (or his) yields after each harvest. By comparing the yields she has recorded on her harvest logs with the seeding density or transplant spacing that she used when planting, a farmer can learn which methods produce the best results. Comparing yields with thinning methods also reveals the best practices to use. Information about seeding density, transplant spacing and thinning methods is recorded on the Inputs and Activities Log. Obviously, the efficacy of one method versus another becomes more apparent the more years and variations you have to compare, so in a few years a farmer will be able to make an even better determination of what's been working best. Comparing yields to the information recorded on the Seed and Transplants Stock Log can reveal which seeds, varieties or plant stock have produced the best yields.
COST/BENEFIT ANALYSIS Getting a farmer started keeping records may not be easy. But once started, the results may give a farmer the motivation to continue. Analyzing the data can bring a deeper understanding of the business of farming. Use the collected data and a few simple formulas to calculate:
Total profit: subtract the total cost of production from the total sales revenues. Per unit costs: divide the total production costs by the number of kilos (or other amount) produced. Profit per unit: subtract total costs from total sales to determine total profit, divide total profit by the number of kilos (or other amount) produced. Cost in hours per unit: divide the total amount of time spent growing a crop by the number of kilos (or other amount) produced. Hourly wage: divide total profit by the number of hours spent growing a crop. Percentage of costs: divide costs attributable to a specific item (fertilizer, for example) by the total costs to determine the percentage of costs that is attributable to the specific item.
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Profit margin: subtract total costs from total sales to determine total profit, divide total profit by total costs. Multiply the result by 100. This is the profit on cost—how many francs a farmer made for every franc he or she invested in producing a crop.
TALKING ABOUT PROFITABILITY WHILE ENCOURAGING CROP DIVERSIFICATION Volunteers have to be a little careful when they’re talking about profitability. Just because something was profitable last year doesn’t mean it will be profitable again this year. It’s important to stress that to your farmer because you don’t want to create false expectations. Nor do you want to inadvertently encourage a farmer to grow only the most profitable crops. When it comes to profitability and food security, the best advice you can give to farmers is to keep their farms and gardens diversified.
Single-crop farmers risk loss of income and even starvation if their crop fails. It’s that old adage: don’t put all your eggs in one basket. Investors use diversification to reduce risk in their portfolio of holdings; farmers use crop diversification to minimize risk to their families and livelihoods. A farmer who grows a number of different crops probably won’t starve and is less vulnerable to unpredictable weather conditions and pestilence. Crop diversification helps farmers spread their risk. By growing two crops— hot peppers and sweet potatoes, let’s say—a gardener is somewhat insulated should anything cause the loss of the potato crop. If all goes well, come harvest, the farmer has two products to sell, and won’t be ruined if prices for peppers precipitously plummet.
THE USES OF RECORDKEEPING In addition to gaining a better understanding of his or her farm and how it operates, a farmer may have other needs and reasons for keeping records.
Documentation – If a farmer wants to expand, he or she will need documentation of profits and costs when applying for a loan or other funding. Farmers who want to join or form a cooperative or group need to document their product before combining it with others, not to mention be able to calculate anticipated yields and selling prices.
Income-generation – If a farmer is thinking of starting a new income-generating activity, that’s another important reason for keeping records. There are several methods of food-transformation that can increase food security and add value to an agricultural product. Added value increases the selling price, and that can increase a farmer’s income. But if a mango farmer, let’s say, wants to dry mangoes and sell them in the off season, he or she needs to know what they will cost to produce, including what it will cost to grow the mangoes. Recordkeeping may be a prerequisite to starting a new business in the future, so that’s all the more reason to get a farmer started keeping records now.
Increased food security – One of the most life-changing applications of a system of recording and planning is one that isn’t driven only by you and your farmer. At the community level, forecasting and planning ahead makes possible the creation of village food banks for the hungry times, and community storage facilities that can help farmers escape the cycle of seasonal supply- and-demand. Once you’ve got several farmers in a village accustomed to recordkeeping and adept at planning ahead, a food bank becomes an achievable goal. A food bank is a community-based method of planning ahead for the hungry season. It requires a community-wide commitment to reduce consumption patterns at the peak of harvest and bank some of that food for future use. It’s not possible to create a food bank—or storage solution, for that matter—solely from good
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records, but it’s impossible to create one without them. A community’s potential for increased food security grows with every farmer who begins to keep records and plan ahead.
As mentioned earlier, recordkeeping is not familiar to many Senegalese farmers, and inspiring and motivating them to keep records may not be easy at first. But it’s worth the effort, because if you’re successful—if you can help a farmer to start planning ahead—you’re making a profoundly positive difference in his or her life.
FOOD TRANSFORMATION AND PRODUCE MARKETING Marketing is the practice—some say art—that businesses engage in to increase their visibility, attract new customers, expand their sales area—and ultimately make more money. Marketing can take many different forms: advertising, branding, product presentation, storefront presentation, improving existing products and inventing new ones. Any business that produces a product or service can improve its profit potential by engaging in the practical art of marketing. Larger companies have entire departments that are devoted to marketing, but even sole proprietors or part-time sellers need to give due thought to their marketing strategy and opportunities.
Farmers are in the business of selling agricultural produce. Like any other sole proprietor, a farmer isn’t just the owner of his or her business, but the labor force, the sales force, the accountant and the marketing department as well. By following better business practices in these different areas, specifically in sales and marketing, farmers can increase their income without changing their line of work. Agricultural produce marketing isn’t so much about doing something different as it is about doing something better.
HOW TO ANTICIPATE SEASONAL PRICE FLUCTUATIONS The laws of supply and demand affect farmers in a unique way. Because most farmers deal with very basic agricultural outputs, they have almost no control over the market prices of their products. Thankfully, however, they also have a wide range of opportunities and strategies for avoiding that lack of control and using the supply and demand curve for their benefit. In order to get the most out of those opportunities, it’s important for farmers to have a basic understanding of supply and demand, how the seasons affect supply and demand in Senegal, and how that causes seasonal price fluctuations.
First, let us go over the basic concepts of how a supply and demand curve functions. In the first diagram, the upward sloping curve (S1) represents supply, and the downward sloping curve (D1) represents demand. As you can see from the demand curve, as items drop in price consumers are more likely to purchase higher quantities. The supply curve shows that, as the price of a product increases, the sale of that product becomes more enticing and sellers are motivated to produce higher quantities of it. The point on the graph where these competing interests meet is the equilibrium point. In a perfect market, the demands of the consumer and the bottom lines of the suppliers would establish this as the perfect price and quantity of the product. Obviously in practice this is uglier than this graph makes it look, but understanding this basic idea will help us understand how seasonal supply can affect prices and how we can use that knowledge to find new markets and increase
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Let’s use mangoes as an example. It is important to note that most of the agricultural products we will be discussing are inelastic in supply, meaning that market prices exert very little control over the quantity of the product supplied. Higher prices won’t yield many more mangoes, and lower prices won’t yield many less. This is represented by the relatively steep slope of the supply curve in both of these examples. The second diagram shows the supply of mangoes in August (S1) and January (S2). When mangoes are plentiful in August, prices are low. But in January, when the local supply shrinks and only imported foods are available, prices are higher. August is a buyer’s market: there are so many mangoes on the market that a customer might even be able to bargain down from the already low prices that sellers are asking. January is a seller’s market: with so few mangoes available, buyers are willing to pay more and a seller can charge much higher prices.
As mentioned above, the equilibrium point represents the price and quantity of product that the marketplace will allow—the result of the independent decisions and actions of all the different buyers and sellers in the marketplace. This inescapable equation—that prices are set by the effects of supply and demand in the marketplace—embodies both challenges and opportunities for a farmer. The challenge is how to increase sales and income given the relative lack of control over the supply of the agricultural produce, but in that challenge also lies the opportunity. If a farmer can break out of this supply and demand cycle by finding a way to sell these products at a time when no one else is, he or she can reap the benefits of living in a seller’s market.
One of the best ways to increase profits from agricultural production is by anticipating seasonal price fluctuations and finding ways to exploit them. In so doing, a farmer can avoid falling victim to low prices and market saturation. By selling a certain type produce when no one else is selling it, a farmer will not only fetch a higher price for it, but will also be able to sell a higher quantity because demand tends to outpace supply during the lowest production times of the year. If planned correctly, anticipating seasonal price fluctuations and adjusting their planting calendar accordingly can help farmers increase their profit margins with only a minimal increase in added labor and time commitments.
UNDERSTANDING LOCAL MARKETS The seasonal availability of agricultural produce in Senegal differs from region to region. In order to exploit supply and demand, it’s important for a farmer to understand the local market. This starts with an understanding of when products are usually available in a specific region throughout the year, and when they are not. If a farmer fails to accurately interpret the market for a certain good in the geographic area in which he or she is selling, he or she will continue to be affected by the whims of the market. Without a strong grasp of seasonal price fluctuations, the planning and work necessary to take advantage of those fluctuations will likely be in vain.
Although markets are similar throughout the world, culture and lifestyle provide just enough idiosyncrasies in the mix to make it difficult for an American to fully understand certain aspects of local markets in Senegal. Unlike the U.S., where most individuals have some disposable income and are willing to venture out of the box to try a new product at least once, Senegalese consumers on average tend
CED Technical Resource Manual 30 to lack any real disposable income and are also relatively risk averse. Creating a market for a product that Senegalese consumers have not seen before can be extremely difficult, but not necessarily impossible. If proper care and understanding are given to marketing a new product in a manner that mitigates local difficulties, the rewards can be great.
INTRO TO FOOD TRANSFORMATION Once farmers have a good idea of the market in which they will be selling their product, they must then consider the manner in which they will exploit supply fluctuations to gain a higher profit. These options range from simple-technology solar drying to more complex canning or syrup production.
Food transformation increases profits by adding value to the food by transforming it into a new product that is somehow different from the original product. Food transformation can be as simple as cooking the produce before it is sold, to as complicated as making natural pesticides or biofuels from produce. Some value-added processes will not increase the shelf-life or storability of items (in-cycle value added) while others will allow a farmer to store certain produce for a much longer period of time than would have been possible before the transformation (out-of-cycle value added). Although both means are a way to increase profit by adding value, only out-of-cycle value added will allow a farmer to exploit seasonal price fluctuations.
o In-cycle value added (Restaurant Meals, Yogurts, Juice) - In-cycle value added isn’t so much about exploiting market fluctuations as it is about escaping a market altogether. Due to the nature of raw agricultural outputs, the seller has almost no control whatsoever over the price of the good that’s being sold. However, if sellers transform the raw agricultural output into a new product, they are able to escape the market for the original product and, due to the value added nature of the new product, exercise greater control over the product price. Examples of this sort of value added process include restaurant meals, yogurt and juice. All of these items have a relatively limited shelf life, but are able to fetch higher prices because the product being sold required added energy and inputs. Although these options are usually limited and don’t solve the storage conundrum, it is important to make note of all of the different ways one can try to take advantage of the inelastic supply and demand.
o Out-of-cycle value added (Solar Drying, Canning, Syrups) - Out-of-cycle value-added products are some of the most capital—and labor—intensive means of taking advantage of season price fluctuations, but also some of the most efficient. Solar drying provides a means to store perishable fruits, vegetables and even meats in a dehydrated form for many months. Although this is a relatively new product in Senegal and therefore difficult to market, it is a process that can serve to not only increase the income of the producer, but increase the nutrition and food security of a community at large as well. Depending on the solar dryer design, the initial costs can be a minor setback, but can allow a farmer to obtain the illustrious goal of having vegetables and fruits to sell during the off-season. Canning is even more efficient at providing a path to this goal, but can also run into bigger problems. Canning equipment can be expensive, and non-sanitized or improperly sealed cans can lead to the growth of deadly bacterial infections. Canning is a great system if done on a higher level, but may be out of reach for many small operations. Another way of increasing the longevity of agricultural products through a value added food transformation process is the creation of syrups (drink concentrates). Syrups are a great way to increase income, but not food security. Like canning, the production of syrups is also capital intensive, and requires a high level of sanitation.
These descriptions are not intended to discourage farmers from pursuing out-of-cycle food transformation, but rather warn against the many pitfalls they pose. Out-of-cycle food transformation is
CED Technical Resource Manual 31 easily one of the most efficient and effective means of taking advantage of seasonal price shifts, and should be seriously considered as a possibility for many farmers. Due caution, however, will be needed in order to ensure that such an intensive project sees success.
COMMON TYPES OF FOOD TRANSFORMATION Although there are a number of different types of food transformation, only some of them apply well to both the Senegalese and Peace Corps context. There are seven main types of transformation that CED volunteers extend and work with (eight if we include soap-making), each with its own list of pros and cons. We’ll briefly touch on all eight here:
Solar Drying o Pros Potentially inexpensive inputs Simple to perform Great for increasing shelf-life of products Can be rehydrated Increase food security o Cons Many dryer designs have major flaws Market for goods is currently very small, marketing hurdles The most effective dryers can often be expensive
Canning o Pros Very Effective Can create a wide array of products with the same procedure Big export draw Could be a great help to food security o Cons Good equipment is expensive Risk of deadly bacterial infection Once opened, does not have a long shelf-life (3-4 days) Reuse of material can result in significantly shorter shelf-life
Juice o Pros Easy to make Everyone already loves it: big local market available No expensive inputs
o Cons Shelf-life won’t increase unless sealed properly with expensive machinery Large import market already dominates the higher end of the beverage market
Syrups o Pros High profit potential Low input costs
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Well-established product in higher-end markets Great preservation technique o Cons Expensive processing machinery required High sugar levels and low nutritional content doesn’t help food security
Oil o Pros Great export potential Wide array of potential uses High resale value Easy to market o Cons Requires expensive pressing machinery Needs a high level of raw material input (potential sourcing issues) Exports require high production levels Doesn’t help food security
Ceramine o Pros Relatively simple to make Easy to store Great for reducing malnutrition and increasing food security o Cons Not a large local market: marketing may be troublesome Lots of imports to compete with in high-end markets Expensive for its target market
Moringa Powder o Pros Great dietary supplement Easy and inexpensive to produce Easy to store for long periods of time o Cons Difficult to market Processing requires specific procedures to ensure high quality
Soap o Pros Easy to make Large domestic market already exists o Cons It’s not edible (though many of its ingredients tend to be) So again, no increased food security
For the types of food transformation listed above, where we have the technical skill or capacity within Peace Corps to hold trainings ourselves, there is a section following this that goes into more detail about the specific processes and recipes used.
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METHODS OF PRODUCTION Depending on the product you choose, your means and the environment you live in, there are two main ways to move forward with the production of your product:
Vertical Integration or “Farm-to-Table” o Plant, farm, harvest, sell o More common for small-scale production and sales o Usually just a small secondary activity of a subsistence farmer o Greater potential for profit and preservation o Price tracking and accounting, specifically profit calculations, can be much more difficult
Middlemen Transformers o More common in cities o Source bulk raw material from surrounding rural areas and markets o Tend to be more formalized, larger businesses with employees o Much more likely to have machinery and automated systems of production
Chances are you won’t be choosing one of these methods as the method tends to choose you based upon your resources and location. Either way, it’s important to take note of the method of production you’ll be pursuing when forming a transformation business.
MARKETING TRANSFORMED PRODUCTS Not all transformed products have a big market in Senegal. In fact, many of them have barely any market at all (such as dried fruits and moringa). When working with products like this, it’s important to utilize unique marketing strategies to try and overcome the relatively risk-averse Senegalese consumer base. Here is a list of potential strategies to overcome the lack of a market in Senegal:
Working with distributors and other food sellers to integrate into existing products Selling a product like moringa straight to homes and families may be a hard sell, but what if you convince a bean sandwich lady to use the additive to not only bolster her own profits, but provide an even healthier and better bean sandwich to people willing to spend the extra money? Now you’ve not only found another customer, but you’ve also found a bit of free promotion and a good foothold in spreading your product through word of mouth.
Tastings People may not want to spend their little bit of disposable income on your product, if it’s a product they haven’t seen before, but maybe if you have a day where they can try it for free it will hook them. Senegalese consumers tend to be very risk averse and for good reason, but tastings are a great way to remove the unknown for potential buyers and get your product on their tongues and in their minds. Keep in mind though that a tasting is a big money loser at the outset and therefore can be a risky move for someone with limited financial resources.
Cooking demonstrations Kind of like having a tasting, but with an extra challenge: not only do people have to want to buy your product, but they have to want to change the way they cook their meals. In some instances this may not be a problem, but if a Senegalese woman is dealing with a house full of picky eaters, she probably won’t take the risk.
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Targeting specific markets within the general Senegalese market Although this probably goes without saying, it may be a good idea to do something quite simple: think long and hard about the Senegalese demographics that are most likely to want/buy your product, and try to market it directly to them. This obviously would require a fair amount of research and work, but could be a way of breaking into the market, especially for the products that currently have issues establishing a market in some areas of Senegal.
SOLAR DRYING Looking for a step-by-step guide Solar drying is a simple procedure that aims to preserve on how to dry fruits and foods by removing the moisture in them. With a low vegetables? Look no further than enough level of moisture in almost any food product, the agribusiness sub-folder of the microbes won’t be able to grow. If microbes can’t grow, CED folder on the PC Senegal then the food won’t spoil, allowing it to be preserved for a Google Drive! There you will long period of time with little other than an airtight storage find a full CED-developed container that prevents moisture from reentering the technical manual (in French) on product. It’s a great method of preservation due to its the science behind drying, and applicability to a range of fruits and vegetables as well as how to dry almost any fruit or the relatively little technology and skill required to dry vegetable! foods.
Although simple and easy to extend, dried goods in Senegal have a perennial image problem, with a fair amount of local skepticism about the products, how to consume them and also how to sell them to other markets. Solar drying can do wonders for the local market for vegetables and fruits, but make sure to bring your marketing A-game to the table as well.
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SOAP MAKING There are two basic varieties of soap made by women’s groups in Senegal: shea butter soap and palm oil soap. Shea butter is marketed exclusively as bath soap while palm oil soap may be marketed as either bath soap or laundry soap. The recipes are as follows:
RECIPE Shea Butter Soap 1 kilo shea butter 1 liter ordinary oil 1 liter palm oil 500 g caustic soda 4 liters water
Palm Oil Soap 1 liter ordinary oil 1 liter palm oil 500 g caustic soda 4 liters water
INSTRUCTIONS 1. Mix the caustic soda and water, taking the necessary precautions. Pour the caustic soda into a bucket or basin. Slowly add the water while constantly stirring with a long wooden paddle. Do not stand directly over the bucket or basin, as the caustic soda may explode.
2. Set aside the caustic soda mixture and let it sit undisturbed until cool. This should take at least two hours.
3. Once the caustic soda is dissolved, cook the palm oil until the red color has disappeared. The oil is sufficiently cooked when a plain white piece of paper is inserted into the oil and the oil on the paper appears clear.
4. Take the palm oil off the heat and add the ordinary oil. If making bath soap, add the shea butter as well and stir until all the butter has melted.
5. Set the oil mixture aside and let cool until it is cool enough to touch bare-handed.
6. While the mixtures are cooling, line the moulds with plastic. Use a small amount of the oil mixture to grease the plastic lining.
7. Once the mixtures are cool, mix them together by slowly pouring the caustic soda mixture into the oil mixture. Stir constantly while adding the caustic soda mixture and continue stirring until the mixture is slightly thick and white.
8. Pour the mixture into the soap moulds and let sit overnight until it is cured.
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PACKAGING Soap may be packaged in a variety of ways. The cheapest, most common method is to simply put the bars in the clear plastic bags that are sold in boutiques. Clear plastic may also be used. Simply cut the plastic into appropriately-sized pieces and wrap the soap as you might a Christmas gift.
CANNING Canning is used to preserve food so that it will outlast its typical untransformed shelf life. This is a key tool in improving food security as it may keep certain agricultural products from spoiling in periods of high production and make it available for consumption during periods of low production. For agricultural producers, canning would allow them to continue generating income during periods of low production known as “hunger season.” In addition, canned foods offer some protection against the risks of farming such as drought or seasonal fluctuation.19
WHAT TYPES OF FOODS CAN BE CANNED? Fruit (mangos, papaya, tomatoes) Pickled Vegetables (carrots, peas, corn, green beans, cabbage) Sauces and Soups Meat and Fish
19 Dr. Valerie Quenem Ndiaye, “Module de Formation sur la Transformation des Fruits et Légumes – Kaolack,” March 5, 2012.
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THE IMPORTANCE OF PROPER HYGIENE AND THE DANGERS OF CANNING When conducted improperly, canning can produce the nerve toxin botulism which can be fatal when ingested. Please take care to properly clean and seal the jars, and explain the dangers to all work partners interested in food transformation.
MATERIALS REQUIRED FOR A SUCCESSFUL FRUIT AND VEGETABLE T RANSFORMATION BUSINESS Sauce pan, aluminum or steel, 20L Sauce pan, aluminum or steel, 7L Cast-iron casserole dish, 5L Gas tank Purée press Citrus press Scale, capable to 20kg Scale, precise between 0-3kg Sealer for plastic bags PVC tubs, 40L PVC tubs, 30L Buckets, 20L Buckets, 10L Steel ladle Steel skimmer Kitchen knives Wooden stirrers, large and small Measuring bowl Thermometer with a case (0-120°C) CASIO calculator Refractometer 0-40 and 43-82° brix20 pH paper or pH meter Timer Plastic bottles, 1L Glass jars, 370ml PVC funnel Polyethylene (PE) plastic bags Production Management Notebooks: o Raw Materials Notebook o Production Notebook o Finished Products Stock Notebook
20 The index of refraction of a product allows one to determine the composition of that product. In the line of food transformation that usually means determing the concentration of a specific substance (usually sugar or gelatin) within a product. Brix is a unit that measures the sugar content of an aqueous solution. A refractrometer is the scientific device that is used to determine this information.
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PREPARING FRUIT FOR TRANSFORMATION 21: 1. Choice of raw materials: fruits for transformation must be quite ripe, safe, in good condition and clean, without insects or white mold.
2. Sorting: remove particles, stems, or other foreign bodies, spoiled fruit, or fruit with mold or insects.
3. Washing: it is important to thoroughly wash fruits to rid them of dust, surface microbes, pesticide residue, etc… while taking care to refresh the wash water when it gets dirty.
4. Peeling
5. Pounding: to turn the pulp into a puree.
6. Soaking: Allow the fruit to steep in water to enhance the flavors of the fruit. We use a thermometer.
7. Filtering: done with a plastic sifter to separate the filtrate from the fruit’s pulp. A second filtering can be done with cotton or muslin.
8. Combining: the necessary quantity of sugar and natural lemon juice or citric acid is added to the filtered product in careful proportions for each product. Measurement tools are used: refractometer, pH-meter or pH strips.
9. De-aerating: the substance is brought to a boil to remove the air responsible for oxidation. The cooking dissolves the sugar and allows for pasteurization of the product. Here we use a thermometer and a chronometer.
10. Filling and conditioning: This must take place after the de-aeration or the cooking while the liquid is still hot so it will pasteurize the food-quality plastic bottles. The bottles are immediately capped.
11. Auto-pasteurizing: filled and enclosed bottles are laid horizontally for five minutes to pasteurize the air that is below the cap and the interior face of the cap.
12. Pasteurizing: baggies of fruit juice are dunked in boiling water for 15 minutes.
13. Cooling: filled bottles or pasteurized baggies are immediately dunked in cool water to avoid deforming them and also to maintain the taste and quality of the final product. In fact, a long cooking time produces a change in flavor, taste and color.
14. Labeling and stocking: after attaching the label, juices and nectars are kept cold, while syrups, jams, and preserves are kept at room temperature and sheltered from humidity and light.
21 Dr. Valerie Quenem Ndiaye, “Module de Formation sur la Transformation des Fruits et Légumes – Kaolack.”
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JAM CANNING Jam is a product made by cooking fruit and sugar with or without the addition of acid or pectin until the minimal level of soluble dry material of the final product is 65% as determined by the refractometer. Marmalade is differentiated from jam based on its texture. Marmalade is prepared from fruit transformed into purée (for example, soft potato marmalade, ditax, and mango).
The amount of fruit prepared is usually equal to or slightly greater than the amount of sugar added. Bissap jam is the one exception in that the amount of bissap is less than that of sugar. Adding acid or pectin is based on the fruit’s characteristics. The acid is added to non-acidic fruits as a conservation agent, while pectin is added to fruits with a low level of pectin to give it jelly-like properties. Any food transformation trainer should be able to provide this specific information.
STEP-BY-STEP GUIDE: HOW TO MAKE PAP AYA GINGER J AM 1. Note the Recipe for Papaya Ginger Jam: 2 large papayas (2.5kg) 100g ginger (with or without pulp) 1.5kg sugar Lemon juice
2. Fruit Preparation: Wash fruit thoroughly. Sort, peel, and pit the fruit. Cut up into pieces suitable for the jam. Extract fruit purée from the fruit pieces to make fruit marmalade. For frozen treats, extract the juice only.
3. Formulation: Varies according to the fruit: For sugary fruits: 0.7kg sugar per kg of pulp For medium-sugary fruits: 0.8kg sugar per kg of pulp For low-sugar fruits: 1kg sugar per kg of pulp Examples: o Mango Jam: Chopped fruit: 1kg Sugar: 700g Lemon Juice: 2 tablespoons per kg of pulp
o Bissap Jam: Fresh chopped petals: 1kg Sugar: 800g – 1kg 350g of fresh chopped petals for 650g of sugar
o Papaya Jam: Chopped fruit: 1kg Sugar: 700g Lemon Juice: 2 tablespoons per kg of pulp
4. Cooking: Bring mixture to a boil. The concentration must allow for the: Evaporation by boiling of a large part of the water
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Cooking of the fruits while adding pectin Pasteurization of the mixture Dissolution of the sugar Please Note: An extended cooking time is harmful and produces: o An excessive breakdown of pectin or a bad jelly formation o Overcooking may produce sugar crystals, giving a sandy taste o A breakdown of energy o A breakdown in color for colored fruits A short cooking time produces: o Undercooking may produce caramelization. o Risk of fermentation and build-up of remaining moisture not removed by heat
5. Cooking Controls: At the artisanal level, cooking control must be precise to maintain the stability of the product. Here are some ways to control the process: Precise measurement of temperature (102-105°C) Refractrometric index measurement (65° brix)22 A small amount of the product put into a glass (it should fall directly to the bottom of the glass without scattering)
6. Conditioning/Cooling: After cooking, the hot jam is poured into some type of container that can be hermetically sealed to liquids, gas, and microorganisms (glass jars: long conservation time, PVC jar for a conservation time of 3 to 4 months). These are closed immediately then turned over for 5 minutes before returning them to their original position. That is to ensure auto- pasteurization; the still-hot jam pasteurizes the inner surface of the jar, including the air between the product and the lid itself.
The jam typically has a shelf-life of one year if the packaging is hermetic and sterile.
22 The index of refraction of a product allows one to determine the composition of that product. In the line of food transformation that usually means determing the concentration of a specific substance (usually sugar or gelatin) within a product. Brix is a unit that measures the sugar content of an aqueous solution. A refractrometer is the scientific device that is used to determine this information.
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Example Costs Breakdown:
Cost of a Jar of Jam
Total (FCFA) Per Jar (FCFA) Papaya 1 500 214 Sugar 900 129 Ginger 200 29 Jar 1 575 225 Water + Cleaning 140 20 Label 700 100 Transport 350 50 GIE Pay (Profits) 3 385 484
Retail Price 8 750 1 250
Estimated Man-Hours: 12 Per-Hour Earnings (excluding costs of sales process): 282.08 FCFA
SYRUPS Syrup is a product made by cooking sugar and extracted fruit juice or filtrate produced from the soaking of dried fruits. This fruit extract is carefully mixed with sugar to produce a final product with 65% of soluble dry material read by the refractometer. The amount of fruit that goes into the syrup is generally lower than the amount of sugar.23
STEP-BY-STEP GUIDE 1. Fruit Preparation Citrus: Extract the juice by squeezing by hand or using a citrus press. Prior to juicing, fruits must be washed, sorted and cut into two pieces. Juice produced this way may need to be filtered to remove fibers, zest debris and seeds. You may also wish to add water: 250ml per liter of pressed juice. Tamarind or Bissap: The dry fruit-to-water ratio for the soaking must allow a rich juice to be able to produce a strong flavor in the resulting beverage after dilution. The bissap filtrate is made by maceration of 1kg of high-quality dry red bissap flowers in 4 liters of water at room temperature. “Vimto” and “cor” varieties are equal. The ratio for tamarind is 1kg to 3 liters of water. The length of time of the maceration is about 2 hours. Bottle the resulting filtrate for the next step of filtering with cotton. Ginger: The roots are washed, peeled and pounded. The ginger filtrate is made by maceration of 1kg of diced ginger in 2 liters of water (for very spicy ginger), 2.5 liters (for medium spice), or 3 liters (for low spice). Bottle the resulting filtrate for the next step of filtering with cotton or muslin.
23 Dr. Valerie Quenem Ndiaye, “Module de Formation sur la Transformation des Fruits et Légumes – Kaolack.”
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Ditax: Carefully wash well-ripened ditax, peel carefully and soak them at a ratio of 1kg to 500ml of water. Hand-mix to extract the ditax puree. Sift to separate the pulpy water from the seeds. Madd: Carefully wash the ripe madd, with peduncle attached. Break open the fruit to remove the edible interior. Properly remove the nuts from the madd. Soak the fleshy nuts in 1 liter of water. Blend to get a good madd extract. Mango: Wash and peel the fruits, remove the seeds and gather the flesh. Pound into a purée. Add 0.5 liters of water per 1kg of purée. Strain the mixture. Baobab: Soak the baobab in 2.5 liters of water per 1kg. Mix and filter.
2. Formulation: Starting brix (a measure of the sugar content of an aqueous solution) is 9 or 10. Add 1.2 to 1.5kg of sugar for each liter of filtrate. Add citric acid or lemon juice depending on the fruit.
3. Cooking: Bring mixture to a boil. By removing the scum, we also remove the impurities (elements suspended in the juice or the filtrate). The cooking should be fast to conserve the taste profile of the finished product. In fact, a long cooking time will change the taste and color of the product. It is important to adjust the volume being cooked based on the cooking device and the available heating power to allow for a relatively short cooking time (don’t cook too much if it slows down the process). The saucepans should be made of stainless steel, cast iron, or aluminum. Also, they must allow for the quick evaporation of water. It is therefore important to have a large heating surface and a large evaporation surface.
4. Conditioning/Cooling: Packaging must take place after the cooking while the syrup is still hot (70-80°C). Pasteurize the food-quality plastic bottles that are dunked in cool water to avoid deforming them with the heat. They are then immediately capped and quickly cooled.
5. Dilution: In general, the ratio of dilution is up to the consumer. However, it is recommended to dilute these syrups with 1 part syrup to 4 parts water.
6. Composition: Fruit: 10%, Water: 25%, Sugar: 60%, Lemon: 5%
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HELPFUL RESOURCES
Useful Contacts for Food Transformation Address Type of Packaging FUMOA Km 4, boulevard du centenaire PE Plastic bottles: 1L and 25cl de la commune de Dakar PE Plastic glasses Phone: 77 831 0505 PO Box: 3235 Dakar CRISTABEL DIFFUSION Glass Jars Point E Dakar Jars made of PE Phone: 77 824 6767 INTER LABO M. Raphael Ndiaye Control tools, such as the Hamo II S65 refractometer Phone: 77 855 1750 / 77 857 2176 MOHAMED YASBACK Unlabeled polyethylene plastic bags Rue Galandou Diouf SIMPA Km 18, Route de Rufisque Printed polyethylene plastic bags Phone: 77 834 0678 / 77 834 3939 CARTON PRESS Boxes for syrups, jams, and other Abdoulaye Sarr items Phone: 77 344 7460 CENTRALE D'ACHAT Glass bottles for syrups (75cl) ANDANDOO Glass jars (370ml) ITA, Route des pères Maristes Glass jars (210ml) Dakar Glass jars (30ml) Phone: 30 103 2182 Source: Ndiaye, Dr. Valerie Quenem, “Module de Formation sur la Transformation des Fruits et Légumes – Kaolack” March 5, 2012.
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CASHEW PROMOTION
WHAT IS A CASHEW? The cashew tree, known by the Latin name Anacardium Occidentale and in French l’Anacardier, came from its original home in Brazil to tropical climates throughout the world thanks to Portuguese traders in the fifteenth century. The tree produces an accessory fruit called the cashew apple in yellow, orange or red coloring. The fruit contains four times the vitamin C of an orange and is 85% juice. The nut is attached to the bottom of the cashew apple, as you can see in the photo to the left. The kernel that you eat is located within the outer shell and requires a labor-intensive transformation process to separate nut from shell.
In Senegal, a tree can produce two or three times during the hot season, starting around March until the rainy season in July. A mature tree produces about 5 kilos on average per year, but a well-cared for, improved variety tree is capable of producing as much as 16 kilos in a single season. The vast majority of Senegalese cashew farmers are smallholder farmers with 1 to 10 hectares of cashew orchard, and do not make a living from their cashew crops, but treat it as a side business or retirement plan.
Cashew nuts are not picked from the trees, but rather are gathered from the ground after they have fallen. This is the surest to way to know that the cashew nut is ripe. If picked from the tree directly, the nut may in fact be immature and not worthy of a sale. Cashew nuts are generally harvested on a daily basis to avoid loss to theft or grazing animals. They are then separated from the apple, which is often discarded, and set to dry in the sun for three days. This is to help remove the moisture of the nut to prevent molding during storage before it is transformed.
The nuts are bought and sold around the world, grown in South East Asia, Brazil and East and West Africa, primarily transformed in Brazil, Vietnam and India and then exported for consumption in Europe and the United States. The untransformed nut is known as Raw Cashew Nut (RCN) while the transformed cashew nut is called the kernel. West Africa exports mostly raw cashew nuts for transformation in other parts of the world, but does have small processing units present throughout the region. Cashew is a global product, which brings its own challenges and benefits for the many smallholder cashew farmers throughout Senegal.
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MAP OF CASHEW FLOW, COURTESY OF RED RIVER FOODS
CASHEW COMMERCIALIZATION Cashew nuts and apples are both sold raw and transformed. The apple can be made into juice, jam, dried fruit or even liquor. The nut is transformed into kernels that can in turn be transformed into flour, butter or dairy products. Cashew orchards also have other supplementary side businesses associated with them including fuel and honey. Trimming trees is encouraged for good production and these branches can be sold as firewood or used to make charcoal. Keeping bees in an orchard is also encouraged as it helps increase the volume of production as well as consistency in nut size.
RAW CASHEW NUT COMMERCIALIZATION SeneGambia area cashews are well regarded worldwide due to both their reputation for good taste and size. International buyers appreciate cashews coming from the Gambia and the region of Fatick. Indian traders come each year to the ports in Ziguinchor and Banjul to collect and export raw nuts to transformation units overseas. As West Africa is also one of the last regions to produce in terms of the yearly calendar around the world, it can be a large challenge to sell as international buyers are either trying to fill a large gap in their quotas or only a small one.
Prices can be quite volatile at this time, starting low and shooting high before suddenly dropping again as demand has been met. For example, the season generally starts low as people bring in small quantities and usually ones that have not been properly dried or have been harvested directly from the trees. The opening prices may start at 175 FCFA per kilogram. Prices may jump to 250 FCFA as the market warms up, followed by a large jump to 450 FCFA as buyers start to purchase in earnest. As the quotas start to fill, the price falls to 200 FCFA, then again to 150 FCFA, all in the space of a few months (see chart on next page). As farmers sometimes are waiting for the price to keep going up, they may be caught at a moment with lots of cashew to sell after the prices have already bottomed out again.
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Average Monthly Price (FCFA) for 1 Kilogram of Raw Cashew Nuts in Senegal During Hot Season 500 450 400 350 300 250 200 150 100 50 0 March April May June
CASHEW KERNEL While most of the production is sold raw, cashew nuts are transformed in Senegal as well. Cashew nut transformation is a laborious and intensive process, adding a lot of value. Most transformation is done by hand, but there are also some small-scale transformation units and large factories. The factories are located in the heart of Sedhiou and Ziguinchor.
Generally, the nut must be steamed either in a large drum in the traditional method or a large boiler at a transformation unit. This helps separate the outer shell from the kernel and prevents the nut from breaking. Whole nuts are worth more than broken ones on the international and local markets. Once it has been steamed, the nut is then cracked. This is tricky as it releases a substance called Cashew Nut Shell Liquid (CNSL) that is toxic to skin. In villages, women will often use a large stick or metal bar and a rock or piece of wood to crack the shell and get the nut. Small-scale transformation units use table crackers that slice and separate the nut. This is then passed down the assembly line to a woman who removes the nut from inside the shell casing. Now the cashew must be roasted and then peeled. There is a paper-like skin on the nut that is removed by hand usually with a knife. This time-intensive process adds a lot of value. A kilo of raw cashew nuts goes for anywhere from 200 to 500 FCFA, while a kilo of transformed cashew kernels costs 4,000 FCFA in Ziguinchor, a large zone of production, and up to 5,000 FCFA in Dakar.
CASHEW APPLES Cashew apples are tricky because they spoil quickly and they have a reputation of fermenting rapidly so many Muslims are wary of drinking its juice. They must be collected, unlike the nuts, from the tree. The fruit must be lightly cupped while still on the tree, if it comes off in your hand, both the nut and the apple are ripe. If the apple does not easily separate from the branch, it is not yet ready to be picked. Once you have the apples, they must quickly be squeezed for their juice. Once the juice is ready, it needs to be pasteurized to reduce the tannin flavors that make your mouth pucker when eating the cashew apples raw. The apples can also be sliced, cleaned and dried. They can also be used as a base for liquor or wine.
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Cashew in all its forms is a promising source of revenue for any farmer. While the cashew industry in Senegal is still in its infancy, when compared to other countries in the region, there is promise. As cashew farmers become more professionalized in their orchards and branch off into other revenue possibilities from their orchards beyond the nuts, it will become more and more a country of reference for cashew production in West Africa.
HANDICRAFTS AND ARTISANAL GOODS Patty Johnson, an award-winning designer who has worked extensively in Africa, once said: “the artisan sector is the second largest employer after agriculture in the developing world. It is the only cultural industry where developing countries are the leaders in the global marketplace, with trade totaling over $23.2 billion annually.”24 It is because of this global demand and competitive advantage for producing handicrafts that it has been identified as one of the four working niches of the CED program.
Handicrafts are often considered to be artisanal goods such as sculptures, paintings, jewelry, or clothing. Generally speaking however, anything that’s been locally produced is considered artisanal (e.g. soaps, lotions, juices, jams, etc). Because of this, Peace Corps volunteers work with a wide range of artisans across the country such as tailors, woodworkers, jewelers, basket makers, and oil producers. Volunteers work with artisans to professionalize their businesses, improve general management skills, develop product design, and facilitate connections to new markets. Additionally, as most artisans work in the informal sector, Volunteers help willing artisans to pursue formalization.
FORMALIZATION Artisans looking to formalize their business can do so through the Chambre des Métiers. There are three options available to artisans, depending on their situation.
For artisans working alone, they’ll want to receive a carte professionnelle. It requires two ID-sized photos, a photocopy of the artisan’s carte d’identification, a fee of 5,000 FCFA, and one of the following: attestation, diplôme, or certificat de travail.
For a group of two or more people, they’ll need a repertoire de métier. The requirements for this are the same as for a carte professionnelle, but with an additional 4,000 FCFA fee, making the total 9,000 FCFA for the group.
An already established groupement d’intérêt économique (GIE) may also join the Chambre des Métiers as long as they bring a photocopy of the carte d’identification of the president of the GIE, the group’s statute, and a fee of 20,000 FCFA.
Studies have shown that in some regions of the world, informal workers earn lower, less stable incomes and lack the potential for growth, whereas workers in the formal sector earn more than twice as much as those who are informal.25 As a member of the Chambre des Métiers, artisans will have access to consultations, trainings, and new market linkages through expos and artisanal villages, as well as access to short-term loans up to 50,000 FCFA.
24 Patty Johnson, “Apocalypse Now? Haiti as a New Frontier for Design,” Core77, May 9 2013, http://www.core77.com/blog/st rategy_research/ny_design_week_preview_apocalypse_now_haiti_as_a_new_frontier_for_design_by_patty_johnson_24853.asp. 25 Asian Development Bank and BPS-Statistics Indonesia, “The Informal Sector and Informal Employment in Indonesia: Country Report 2010,” Asian Development Bank, accessed July 30, 2014, http://wiego.org/sites/wiego.org/files/publications/ files/Asian-Devt-Bank-informal-sector-indonesia.pdf, xiii.
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For more information on formalizing other types of businesses, please refer to the business formalization section of this manual.
ENCOURAGING EFFECTIVE PRODUCT DESIGN When working with artisans, it’s important to instill a regular habit for developing new products. This will help draw in new customers, and will encourage previous clients to come back to see the new wares. A seasonal calendar will help your artisan identify time/s of the year when an artisan would have time and resources to develop new products. Usually, this will be between large expositions or national holidays, but it’s dependent on what your artisan makes and when they are busiest. They should aim to follow the form and color trends of western markets, while still using locally inspired and locally sourced materials. This will appeal to both foreigners and locals alike, as Senegalese people tend to be influenced by western tastes.
Another factor to keep in mind during the development stage is sustainability. Artisans should be using materials that will be readily available for harvest or purchase, even as demand rises. This will allow them to better plan their direct costs and protect them from market or environmental fluctuations. Using recycled and up-cycled products, or products made from what might have previously been considered to be trash, is another way artisans can incorporate sustainable practices in their product development. There’s a lot of potential here in Senegal to salvage something that you would have thrown away and turn it into something useful. It’s also an opportunity to work across niches, as it involves work in both handicrafts and waste management. Examples of this include oil drums turned into furniture or rice sacks incorporated into stylish handbags and totes.
Storytelling is another effective tool for artisans to use. Somewhere in the object’s presentation, describe where it comes from, who made it and how they did it, where the idea for it came from, etc. Giving some life to the product being sold will compel more people to buy—and in fact, pay more for—the good, as opposed to just another inanimate object.
CREATING MARKET LINKAGES In Senegal, there are three main markets for artisanal goods:
Local markets, host country nationals Expatriate communities, tourist markets, high-end domestic markets International markets
When working with artisans, it’s important to make sure they tailor their products to their target markets in both price and style. Keep in mind that these different tiers aren’t mutually exclusive. A tailor, for example, could work at the local level creating dresses and boubous and selling them out of his or her workshop, while also dedicating time to create products geared toward expats (e.g. handbags, laptop sleeves, etc.) that he or she sells at various expos throughout the year.
The local markets are what you would find in most Senegalese towns and cities. It’s often overlooked as a viable market by volunteers, but it is how many artisans make a living between expositions. It’s also a great place to start if you’re working with a new artisan, or if your partner hasn’t had much exposure with the local community. To succeed in the local market, handicraft products have to have greater everyday functionality, as most host country nationals shopping at local markets prioritize practicality over extravagance. It also requires heightened cultural awareness of what locals want and would be willing to
CED Technical Resource Manual 49 spend money on. While selling at the local level requires more competitive pricing to attract local consumers, it also saves money through lower transportation and communication costs for the artisan.
The next tier that our artisans work within is the expatriate communities, tourist markets, and high-end domestic markets. These can often be found in the Dakar, Saint Louis, and Petite Cote regions. Often, this involves selling at expositions (e.g. the “Black Friday” sale), higher end boutiques, hotel and restaurant gift shops, and local artisanal markets (e.g. Marché Kermel in Dakar). Targeting these markets allows for higher price points and a larger client base, as well as offering artisans great learning experiences in dealing with internationals. However, working within these markets also requires higher costs of transportation and communications as most artisans have to transport their wares from their local communities to one of the major towns where such markets exist. Income also tends to be seasonal, with sales increasing during the tourist season in Senegal (around November to February). Products sold to the expat and tourist community require a higher standard in quality than would be found in local markets, especially if selling to a retailer who will expect timely deliveries and quality control standards, such as making sure the products are all the same size, using the same quality of material, etc.
Artisans targeting this middle tier of expatriates and tourists should practice standard pricing. At expos, price tags or price lists can build trust and credibility for artisans among foreigners, especially for people unfamiliar with the bargaining system of Senegalese markets. It also helps to keep more accurate records, not only of sales but also of inventory. If your artisan is selling to resellers, retail prices will typically be about twice the price of wholesale (e.g. if your artisan sells pants to Khady’s Boutique for 3,000 FCFA, Khady’s Boutique will sell the pants for 6,000 FCFA).
The third, and least common, market available to Senegalese artisans is the international/export market. If you find yourself and your partner in a situation looking to export artisanal goods to foreign markets, it’s important that they’re ready for it. Artisans need to have the flexibility and capacity to fulfill large orders, and have stringent quality control standards as international buyers will be more discriminating than local markets. Most buyers will also require labeling of some sort, although this will vary from vendor to vendor. Usually, they require a label on each item.
Once your artisan is sure he or she is prepared, it’s important to make sure you establish connections with potential vendors and distributors – either through the internet or at trade shows. Relationship building is crucial when looking to export and you have to train artisans on the psychology of long-term business relationships. When it comes to exports, keep in mind that typically distributors will triple the price of the manufacturer before selling to retail as a means to cover the cost of international shipments. For example, if your artisan can sell bags for 2,000 FCFA each wholesale, the distributor might raise these prices to 6,000 FCFA when selling to a retail outlet, who will then sell the same bags for a retail price of 12,000 FCFA. Previous CED PCVs have seen success in export markets (selling entire shipping containers of woven baskets, for example), but keep in mind that it almost always takes significant support from several generations of volunteers to become a self-sustaining project. .
ARTISANS IN ACTION: THE CASE OF THE PEACE CORPS ARTISANAL RÉSEAU Introduced in 2007, the Peace Corps Artisanal réseau is a perfect example of the kind of work CED volunteers in this niche are promoting. The réseau is self-managed, with leaders being elected from within the group, and finances and dues being handled by an elected treasurer. There’s a 5,000 FCFA fee to join the réseau, and monthly dues of 1,000 FCFA.
Peace Corps’ collaboration with the réseau involves developing better business practices, encouraging collaboration between artisans within the network, and facilitating trainings on topics that the artisans think they need, as well as topics we feel could benefit them.
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Since 2010, we have also worked with the réseau in creating an annual “Black Friday” expo. This takes place in Dakar every holiday season, where artisans from the network are invited to participate in an exposition geared mainly towards the expatriate community. For many artisans, this expo is an opportunity for them to showcase their products and the results of their collaboration with volunteers, as well as earn a large percentage of their annual income. In 2011 and 2012, for example, the réseau took home 3,208,500 FCFA and 3,577,900 FCFA, respectively, and average revenue per artisan was around 200,000 FCFA. When this expo first started, it was funded entirely through grants submitted by volunteers, but over the years, we have been able to demonstrate its value to the members of the réseau such that they are willing to take on the risk themselves. In 2013, all of the fees and costs were paid for by the members of the réseau itself.
SOLID-WASTE MANAGEMENT It has been said that “one man’s trash is another man’s treasure,” a statement that rings truer in the developing world than anywhere else. Trash in almost all of its forms presents both a problem and an economic opportunity for local Senegalese populations that’s just too large to ignore.
Undeniably, inefficient or even improper waste management and disposal generate enormous health and social hazards. Improperly managed, waste can cause disease, blight land, taint drinking water, and pose uncounted dangers to children. The common practice of burning trash in loose piles releases toxins and chemicals that are dispersed through the air and ground and can affect the health and livelihoods of people miles away and for years to come. As CED volunteers, we focus less on the health and sanitation aspects of waste and more on the economic ones: waste collection and sorting businesses, as well as recycling and composting and other value-added “waste valorization” activities.
Working in the waste management niche of the CED program necessitates understanding and assessing Senegalese cultural attitudes to trash. Cultural attitudes differ from those in the U.S., and will affect any waste management project you might undertake, and they can vary by community. Understanding the cultural incentives and disincentives that underlie people’s attitudes toward trash can help you assess the viability of different waste management projects and solutions for your community.
ATTITUDES, INCENTIVES AND DISINCENTIVES In America, we manage our waste in ways that aggregate it and remove it from view, and recycle it whenever there’s a financial incentive to do so. Most Americans, therefore, have economic reasons—not to mention pervasive cultural pressure—to properly dispose of the trash in their communities. Most people in Senegal don’t.
Unlike in American suburbia, there are no laws in Senegal that forbid anyone from cluttering up his or her front yard with junk (or the entire compound, for that matter). Senegalese people don’t complain that their neighbors’ compounds are an eyesore or that they’re bringing down property values in the neighborhood. As a means of encouraging return or recycling, consumers in many countries pay a deposit on plastic bottles and metal containers. No such “tax-centive” exists in Senegal. Plastic and metal are (eventually) discarded like everything else. There are very few companies in Senegal using recycled materials and even fewer community or municipal collection centers or recycling businesses. Littering is socially unacceptable—and just to drive the point home, a fineable offense—in many parts of the world. Public trashcans are often available. If not, better to hold on to it than toss an
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empty snack bag in the gutter. That can get you a ticket for littering and the label “litterbug,” two things that most Senegalese would find incomprehensible.
Most of what we perceive as the “different” Senegalese attitude to trash involves our (American) cultural expectations of right and wrong, not to mention calculations about the residual worth of an item that you no longer need or can use. That’s learned behavior. In America, we abet that behavior by doing things like punishing those who violate the laws, providing public trashcans, imposing a financial incentive for proper disposal in the form of a deposit on certain items, or establishing facilities for collection and recycling. Those steps can’t be taken before the cultural attitudes have been changed, and that’s the biggest current challenge to effective waste management in Senegal.
This is not to overlook or dismiss the ingenuity—born of necessity—with which Senegalese people reuse and repurpose an incredibly broad array of items, from plastic and glass bottles and jars to old tires, rice sacks, newspaper…and sept-places. When we recycle, we are content that we have found that last little bit of worth in something. But at the point that we would discard the item, Senegalese are experts at extending its life through multiple other uses.
TYPES OF WASTE At its simplest, there are two kinds of waste: organic and non-organic. Organic waste is material directly derived from plant or animal sources. In general, it can be decomposed by microorganisms. Non-organic waste is material not directly produced by a plant or animal source—things like paper, plastic, metals, fabrics and glass—and not decomposable.
A few further distinctions about types of waste: Municipal solid waste is domestic waste generated by households, and waste of a similar nature generated by commercial entities, industries, and from public spaces.
Hazardous waste is material that poses substantial or potential threats to public health or the environment. As a rule, hazardous waste is not the type that CED volunteers seek to manage, but it does affect some Senegalese communities (such as mercury contamination in gold-mining regions). Projects involving—or potentially involving—hazardous waste are not encouraged.
Residual waste is what’s left at the end of a system of waste management that aggregates, sorts and reclaims waste material: the discarded materials remaining in the waste stream or on the sorting line that are neither recyclable nor compostable, or are perceived to have little or no monetary value.
To understand cultural attitudes about waste management in Senegal today, it helps to realize that most Senegalese people still live in an agrarian society and have mainly agrarian-society attitudes about trash. When most of the waste that a community generates is organic and therefore decomposable, microorganisms and the elements can mitigate the disposal problem. Unfortunately, the composition of waste in Senegal has changed. While it’s still mainly composed of organic material, an increasing amount of it is nonorganic. That still relatively small proportion of rubber and metal and glass and plastic doesn’t decompose. Instead, it has accumulated until it’s become an ever-growing and everyday problem in every community in Senegal.
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WASTE MANAGEMENT: THE LAW Beginning not long after Senegal gained its independence, the government began to address the trash issue at the national level.
La loi 66-64 du 30 juin 1966 gave the government the power to find resources in order to finance waste management activities for the municipalities. La loi 72-52 du 12 juin 1972 established a garbage collection fee that covers all properties subject to property tax, including factory buildings. The only properties exempt from this contribution are common buildings (or part of common buildings) and where there is no waste- generating activity. Act No. 83-71 du 5 juillet 1983 on the code of hygiene set rules to follow for the purposes of individual and collective hygiene.
On the books, at any rate, there were laws at the national level that addressed the health and management aspects of trash and provided financial resources from taxation to pay it. A uniform national code of waste management made sense, but in practice, some regions received more attention and more resources for waste management than others.
Beginning in 1996, the national government embarked on a program of government decentralization. Among the areas of responsibility that were transferred to local governments were matters relating to management of the environment. This culminated with Article 34 of Enforcement Decree No. 96-1134 of 27 December 1996, which stated that a municipality had responsibility for managing the waste produced in its territory and for making all the necessary arrangements for the collection, transportation and processing of waste.
Municipalities had been given the responsibility and the resources to identify and address their own waste management needs, but many communities were unprepared or unable to meet these responsibilities. This problem was identified and elaborated a year later in Le Plan National d’Action pour l’Environnement (PNAE), issued in 1997. The biggest obstacle outlined in the report was the inefficiency of waste disposal systems, especially in the urban areas. One of the proposed solutions in the report was to enact fiscal reforms that would support the initiatives of local communities to take charge of their waste management activities.
Ten years later, the situation wasn’t much improved and the national government weighed in again with La stratégie nationale de gestion intégrée et durable des déchets solides dans les collectivités locales, undertaken by the national government to resolve the problems related to waste removal. Some of the issues to be tackled were weak infrastructure, irregularities in the collection systems, and the inexistence of a system to permanently remove the waste. Not surprisingly, the 2006 strategy also addressed the lack of sufficient funds and confusion about responsibilities at the local and national level.
APROSEN and then SOPROSEN, two organizations that had been tasked with national coordination of this issue, were decommissioned by the Macky Sall administration and replaced with the UCG (Unité de Coordination de la Gestion des déchets solides).
GOVERNMENT AND RESPONSIBILITY So just who is responsible? And for what? At the national level, the Ministry of Regional Planning and Local Government is the ministry primarily concerned with issues of solid waste management, in particular through its responsibilities vis-à-vis the housing and living environment. The Ministry of Health and Social Action is, among other things, responsible for the monitoring and implementation of
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The national government may set standards, but in practice, waste isn’t managed at the national level. Following from the twists and turns of the legislation, most responsibility for waste management now resides at the municipal level, or more precisely, in the mayor’s office. The mayors and municipal administrations are the ones responsible for waste management in their communities, though they tend to use public-private partnerships to subcontract this work out to a GIE. As a CED volunteer, any work you do in the waste management niche is going to involve the mayor’s office in some way.
FINANCIAL RESOURCES AND PARTNERS Waste management at the municipal level is a system that we’re all familiar with because that’s primarily how we handle waste management in the U.S. Local taxes pay for garbage collection, transportation and processing—whether conducted by the municipality itself or contracted out to a private business. In Senegal, the financial resources available to communities for waste management activities also come from taxes, most notably the Taxe d’enlèvement pour les ordures ménagères, or TEOM, which was established by that law passed back in 1966. In addition to the TEOM, local communities also (in theory) collect personal, property and professional taxes. In reality, 50% is about the highest tax-collection rate, meaning that communities have to make do with about half the financial resources they are due.
The mayor’s office has another financing option, something ironically called the “sweeping tax.” The Municipal Council of a community can decide that the municipality itself or an outside contractor will provide waste management and that the resulting expenditure will be borne by the citizens of that community in the form of a sweeping tax. The total proceeds of such a tax shall not exceed the costs incurred by the services it is levied to provide, but like everywhere else, politicians aren’t rushing to impose new taxes on the people whose votes they need for re-election.
In most cases, however, and with most of the projects involving CED volunteers, it’s private enterprise that provides the financing. Start-up capital for trash collection businesses or recycling facilities may come from NGOs or Peace Corps grants or other benefactors, but it’s the profit motive that initiates these businesses and it’s only an operational structure that makes them profitable that keeps them going.
For volunteers in communities that have no formalized waste management system, their efforts may focus on working with the mayor’s office and local entrepreneurs to develop a waste management scheme specifically tailored to their community. Volunteers have also established links in a waste-products value chain in their communities by identifying buyers and sellers and re-users of certain waste commodities, and by partnering with local civic organizations and neighborhood groups to organize clean-up days in and around their villages or cities
For volunteers working in cities that already have a waste management scheme in place, the question isn’t how to set up a system, but how to improve upon the one that’s already there. This can often mean helping the current waste management system improve its bookkeeping, encouraging waste valorization efforts, or even promoting the waste management services through sensitizing the population to the dangers of trash accumulation and unsafe disposal techniques such as burning.
COMMON WASTE COLLECTION ORGANIZATIONAL STRUCTURES While there is only one landfill in Senegal, many localities are able to collect and contain waste away from habitation while waiting for a larger-scale governmental solution. Most of the structures that underlie waste management in the U.S. do not exist in Senegal. From landfills to street addresses, they’re
CED Technical Resource Manual 54 just not there. Thus, the organizational structures of waste collection organizations necessarily reflect these five basic steps in starting a waste management collection service:
1. Identification of stakeholders 2. Roles and responsibilities of the management 3. Designation of a waste relocation site 4. Designing the business 5. Sensitization
IDENTIFICATION OF STAKEHOLDERS Creating a viable system requires a long-term view and some awareness and understanding that rewards will be slow to materialize. The motivation may come from the Mayor’s office, which is receiving money from the Senegalese government in the form of subsidies for trash collection and may be collecting trash collection taxes as well. It might also come from a group or individual wanting to create a for-profit business to fill this need that goes door-to-door collecting household trash.
All waste management projects start with a meeting of the people in the village with influence and authority in conjunction with any government workers who are charged with assisting regional waste management efforts. Within the village or city, the important people who need to be contacted by you and your counterpart and included in initial meetings are: the Mayor, Commission Domaine, Chefs des Quartiers, imams, marabouts and the local Poste de Santé.
An initial presentation should sensitize the group to the costs and public dangers of an unmanaged trash problem—discouragement of tourism, plastic ingestion killing off local livestock, burning plastic increases respiratory disease and is particularly harmful to children, plastic holds water and that provides a breeding ground for mosquitoes, which in turn may increase malaria rates. It should also explain the benefits of collection in terms of increased public health, waste valorization and potential employment opportunities. This meeting should also discuss decisions that have been made about the nature and structure of the waste management entity—will it be run out of the Mayor’s office or through a public- private partnership with a local GIE?
Subsequent meetings with the Mayor’s office should discuss how the environmental funds from the government can be used to support the enterprise (yearly grant or responsibility for some aspect— acreage, salaries). There should also be a discussion of how the Mayor’s office can support the enterprise by making illegitimate dumping illegal, imposing penalties for illegal dumping, and deciding if they can cover over existing “sites sauvages,” as well as making a decision about how common areas will be handled, i.e. the market area. Merchants in most market areas are unlikely to want to pay for garbage collection because they’re already paying taxes that are supposed to cover that.
ROLES AND RESPONSIBILITIES OF T HE MANAGEMENT As the trash initiative works to secure support from those in positions of power, it has several issues that are best discussed and addressed by the small group directly involved in running the project. How will responsibilities be designated within the waste management enterprise? One possibility includes the following:
President – Oversees meetings, assigns tasks and follows-up, interfaces with the Mayor’s office and other relevant entities (oftentimes is also the general manager);
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Secretary – Organizes meetings, takes notes regarding decisions and assigned tasks;
Treasurer – Creates and oversees recordkeeping re: expenses/income as well as client payments.
This group should also discuss how to set the employee’s general expectations. Is the group working as volunteers or will they be paid through profits—or some combination? The reality is that no one will work for free for any extended length of time. Emphasize the profit motive from the beginning, but be clear that returns are slow. The group should also discuss expectations for attendance at meetings, follow- through on tasks and how an individual’s decision to leave the group would be handled.
Waste Management and Agroforestry: DESIGNATION OF A WASTE RELOCATION SITE Live fencing, a technology One of the first tasks of the functioning group will be to extended by Peace Corps Senegal initiate site selection. This will most likely involve the Agroforestry volunteers, is a great commission domaniale as well as any governmental alternative to an expensive man- entities that have expertise or authority in the area. Moving made enclosure for a waste forward without that kind of assistance is difficult. The relocation site. Be sure to talk to process may be no more technical than some very basic the Agroforestry team when considerations: considering this as a project idea.
The site should be at least 200m from habitation
Transportation costs increase the farther the site is from residences and from a paved road
The site should have the possibility of being enclosed in order to discourage illegal dumping and to prevent garbage becoming windblown or transported by water right back to where it started
NOTE: It is unadvisable to begin a trash collection scheme without having identified a permanent dumping site. Using uncontrolled sites for dumping is nothing more than just moving garbage around.
DESIGNING THE BUSINESS
COLLECTION FEES This is where a needs assessment/feasibility study becomes very useful. Start by finding out the minimum costs for different services. After you fix the price, poll the community to find out how many households will use the service and their willingness to pay. Be flexible, as For more information on how to households will likely sign up and then decide they can’t conduct a feasibility study or afford it. Take samples from different places in the village. write a business plan, please visit Your needs assessment will also require a description of the the Business Planning and service in terms of frequency. Pricing is generally in the Creation section of this manual. range of 1,000-2,500 FCFA paid monthly for a twice weekly pick-up. Prices and frequency will vary. Additionally, changes in how the village enforces prohibitions about illegal dumping may increase client numbers.
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EMPLOYEES AND WORK SCHEDULES Once you have an estimate of potential clients, decisions need to be made about how many employees will be necessary to run the business: charrette drivers, dump site guards, bill collectors, and a general manager. Oftentimes these positions may overlap with the executive board positions mentioned in the management section. A fulltime bill collector is likely to quickly pay for his or her own salary. If the entity involved is a GIE whose members have other vocational responsibilities, a general manager is also likely to be cost effective in terms of more quickly addressing the inevitable problems that arise with day- to-day functioning.
Following quickly on the heels of these decisions are decisions about salaries, health benefits, expectations about working hours, and how to handle absenteeism. It’s important from the onset to hire with an expectation that drivers will work at least six hours a day. However, in reality they may only work 2-3 hours in the morning before the heat sets in. Charrette drivers may very well be resistant to making their horses work longer than that because of the fear that their horses will get sick.
START-UP CAPITAL Once the business structure has been laid out, it’s time to talk about start-up capital—where will the money come from prior to the business having any income? How will equipment and supplies be purchased? The answer may include government funding (depending if the project is a public-private partnership), but may also involve a Peace Corps program partner providing additional funding and/or a Peace Corps grant.
HOUSEHOLD PAYMENT AND COLLECTION MANAGEMENT Additionally, written recordkeeping is an integral part of the business design. How are the waste collectors going to identify houses that have paid for the service? The lack of addresses requires creative solutions. Emphasize from the beginning the need to rely on a written recordkeeping system rather than the memory of the bill collector and insist that clients be given receipts for their payments. The members of a GIE can’t do anything about nonpayment if they don’t have this information or, more importantly, if the information isn’t accurate.
Labeling the trashcan for each household receiving the service is one option. It is not recommended that you spray-paint numbers on people’s houses. It is better to number sequentially throughout the entire village rather than restart in each neighborhood. If using this method, the management will need to discuss how nonpayment will be handled, including the chronically indigent and those who become indigent due to family issues, illness, etc.
An alternative method that awaits experimentation is to have the bill collector sell adhesive-backed tickets each month that can be slapped on the same spot on the trashcan, indicating that garbage collection has been paid for that month. Bill collectors could also sell tickets. This would eliminate both the problem of continuing to service clients who haven’t paid and the difficulties that arise when someone is on vacation. This might considerably reduce the amount of bookkeeping necessary.
GENERAL RECORDKEEPING Bookkeeping systems will likely be managed by the treasurer, and should be transparent as well as redundant, with two individuals verifying accounting. Address from the outset the expectation that business funds will be kept separate from personal funds and verify that this is happening. Keep things simple with a basic cashbook system.
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SENSITIZATION Prior to commencement of garbage collection, prospective clients should be given several opportunities to understand the system: fee, frequency, any requirements for sorting. Even if sorting isn’t part of the initial program, households should be discouraged from putting heavy rocks into their receptacles or filling them in a way that makes it difficult for the drivers to lift. Additionally, discuss ways to discourage use of trashcans for things other than garbage (punch small holes in the bottom to prevent them from using the can as a water storage unit).
Sensitization also needs to include an introduction to the health benefits inherent in trash removal, the dangers associated with burning trash, and the connection between uncollected trash and malaria. Where applicable, involve the health post, community activists, Peace Corps program partners and/or other Peace Corps volunteers in this task. Sensitization can utilize imams during weekly messages, chefs des quartiers, skits put on by the high school environmental club, radio and TV announcements. Most importantly, sensitization is a form of marketing and needs to be ongoing.
As you can see, the common waste collection services in Senegal are forms of public-private enterprise with a range of stakeholders. The needs-based service provision allows CED volunteers to be creative in determining the actual structure of the overall business. Creativity is also needed in resolving complications. Waste collection services require all the same elements of any good business: community ownership, a feasibility study, good management, clearly defined responsibilities, and a means of financing. As further enumerated in the next section, waste valorization can play a key role in how the waste collection service functions and is financed. As you read the next section, consider implications for the roles and responsibilities of the employees and the varying needs of a waste valorization project from a waste collection perspective.
WASTE VALORIZATION In addition to waste collection services, there are also a wealth of opportunities in waste valorization, or rather, turning trash into a sellable product. Although this can take a number of different forms, CED volunteers tend to focus their efforts on two main waste valorization efforts: recycling and municipal composting.
RECYCLING Recycling is an area in which CED volunteers can make a huge impact. Not only does plastic valorization help clean up the environment, but it also creates employment and income-generating opportunities for the population. Although this sector is not new, it has markedly developed in the past few years. Through different practices, used plastic (hard and soft) is recycled and transformed into new products.
HARD-PLASTIC TRANSFORMATION Aside from soda bottles, water bottles, alcohol bottles, milk bottles and plastic that has been burnt or urinated on, most other hard plastic can be transformed at one of the few recycling plants that exist in Senegal. Broken chairs, buckets, baskets and eau de javel bottles are just a few examples of things that can be transformed. The process of plastic transformation usually follows these eleven steps:
1. Collection – plastic is purchased from the community 2. Separation – the different types of plastic are separated out
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3. Break down – bulkier plastic is broken down into smaller pieces 4. Grinding – the plastic is put through a machine to be ground into smaller coin-sized pieces 5. Initial washing – the coin-sized pieces are washed in powdered soap and bleach 6. Second washing – the coin-sized pieces are then put into a machine that washes the pieces once more with powdered soap and bleach 7. Drying – the plastic is laid out on a concrete floor to dry 8. Sifting – the plastic is sifted and checked for its purity (in terms of color) 9. Melting – the pieces are put through another machine that melts the plastic into long, thin tubes 10. Granulation – the long thin tubes are then put into a granulator which chops up the plastic into granules 11. Transformation – the granules are sold and transformed into products such as chairs and tables
SOFT-PLASTIC TRANSFORMATION The recycling of soft plastic such as plastic bags and soda/water bottles has begun to develop in Dakar. One of the main purchasers of soft plastic is Sodia Plast in Diaminadio, one of the Dakar suburbs. Companies like Sodia Plast use the recycled soft plastic to create items such as chairs, tables and bricks for paving roads.
MUNICIPAL COMPOSTING Most municipal solid waste that is collected is made up in large part of organic waste, as mentioned earlier. Depending on its composition, if the organic parts of municipal solid waste can be isolated, then there is a potential for it to be used to make compost, a highly fertile and natural agricultural input that can have a significant effect on the cultivation of garden and field crops. Although it has great potential, it faces a number of technical barriers that have to be overcome if you’re thinking about starting a municipal composting facility:
1. There needs to be a waste collection system in place – Municipal composting is usually a project that builds upon an already functioning waste collection system in place. Without a steady and reliable supply of raw materials, any attempt to create a large-scale commercial composting operation will fall flat. Also, since building a composting operation can be somewhat capital-intensive, having an already existing and profitable business makes the acquisition of start-up capital much easier.
2. You need to have a properly equipped composting facility – Municipal composting is no small task. In order to make compost properly, you will need a reliable water source that’s close to an area that is shaded and protected. In any Want to learn more about urban setting, this will most likely require composting? Refer to the purchasing or renting a piece of land, building a composting section of the PC shade structure on it and making sure that a water Senegal Gardening Manual for source (well or tap) is accessible at all times. If more information. the trash is going to arrive at the facility unsorted, you will also need to take sorting space into account as well.
3. The trash needs to be properly sorted – The only thing worse than adding no compost to a garden is adding bad compost. If your compost contains plastic, batteries or other non-organic and potentially toxic materials, it could cause irrevocable damage to your crops and the long-
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term health of your field. Any trash collected needs to be well-sorted before it can be used as compostable material.
4. You may have to buy extra inputs – Just because you have organic trash doesn’t necessarily mean you have compost. Keep in mind that compost is a complex organic system that needs to be properly constructed in order to ensure that the compost created is of a high quality, which may mean buying or finding additives that may not already exist in your organic waste.
ECOTOURISM The fourth niche of the PC Senegal CED program is ecotourism. Ecotourism is just one sector of sustainable tourism and complements many other forms of tourism. According to The International Ecotourism Society (TIES), ecotourism is defined as “responsible travel to natural areas that conserves the environment and improves the welfare of local people.”26 The goal of the ecotourism niche is not a simple The Volunteer’s Guide to money-making endeavor. By cooperating with and Ecotourism in Senegal was written bringing new ideas to host-country nationals, volunteers in 2011 by a group of PCVs, Amar can empower local counterparts to run effective Sall, and a group of local work establishments that are not only profitable but culturally partners. It is a comprehensive guide and environmentally sustainable as well. This means more to many of Senegal’s protected money in their pockets, a sustained and vibrant areas, highlighting special Peace environment, and more positive foreign impressions of Corps discounts. The goal of the Senegalese-run businesses. guide is to give insider tips to tourists with little experience in In Senegal there are many protected areas, beaches, and Senegal. Hard copies are available natural attractions which contribute to the large potential for sale upon request in addition to for Senegal’s tourism development. About 10% of Senegal the electronic copy available in the is devoted to natural reserves, parks, and protected CED Ecotourism Folder on the wetlands. The regions and attractions in Senegal which Google Drive. feature the most ecotourism sites are the beaches of the Petite Cote, the mangroves/parks of Sine-Saloum, the beaches of the Grande Cote, the mountains and waterfalls of Kédougou, and the forests/beaches of Ziguinchor.
This natural beauty all around us is meant to be shared in a responsible way. CED volunteers can make this process more efficient and productive so that the nature in Senegal can be enjoyed by many for generations to come.
SEVEN PRINCIPLES OF ECOTOURISM Ecotourism can be further broken down into seven principles that guide and develop ecotourism sites. They are highlighted by The International Ecotourism Society whose mission is, “Uniting Conservation, Communities and Sustainable Travel.”27 When working to create an ecotourism site or improve upon an existing one, these principles should be taken into account:
26 The International Ecotourism Society, “What is Ecotourism?” The International Ecotourism Society, accessed June 26, 2014, http://www.ecotourism.org/what-is-ecotourism. 27 The International Ecotourism Society, “Welcome Page,” The International Ecotourism Society, accessed June 26, 2014, http://www.ecotourism.org/.
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1. Travel to natural destinations – Destinations are often beautiful, remote areas protected by environmental initiatives. This does not necessarily mean the place is difficult to get to, but rather has not been constructed or altered by humanity.
2. Minimized impact – Mass tourism often causes damage to the destination and environment which hosts it. Conversely, ecotourism strives to minimize any negative impact. This is made possible in many cases by limits and regulations on how many tourists are allowed and where they can go.
3. Builds environmental awareness – Education is made a priority for tourists and residents of the host communities. In addition to sight-seeing, tourists can also learn about the host environment while residents learn about how to protect their home and how to host tourists responsibly.
4. Provides direct financial support to conservation – A portion of revenues from fees, taxes, and voluntary contributions collected from tourists is invested in the protection of, research on, and education about the natural environment.
5. Provides direct financial support to local people – Citizens of the community will be involved in the income-generating activities that result from ecotourism, which may require additional training of local populations. Additionally, infrastructure development should be accessible not only to tourist lodgings but to the larger community as well. This includes services such as potable water, sanitation, telecommunications, and electricity.
6. Respects local culture – Tourists must learn and adhere to local cultural norms so as to refrain from being overly intrusive. This minimal cultural impact should be kept a priority when interacting with local people in regards to dress, speech, and behavior. In addition to the conservation of the host culture, exploitation and mass-exportation of cultural objects and traditions should be avoided.
7. Supports human rights through democratic movements – An understanding of a place’s political climate is necessary to promoting its citizens’ rights. Tourists must take into account a country’s politics, social climate, and record of human rights when choosing a destination.
It may be hard to incorporate all seven principles into every ecotourism business with which we work, but when faced with a question about how a business decision will affect the sustainability of a business, these principles will serve as a guide. Translating and explaining these to your counterparts can also help frame the way they run their businesses and help them generate more ideas themselves.28
ECOTOURISM MARKETING STRATEGIES Marketing for ecotourism requires a lot of creative thinking here in Senegal. There is a large problem with uniform offerings to customers and monolithic concepts on how best to run a business. For example, how many restaurants have you seen named “Restaurant/Bar” that offer the same unexciting cheeseburgers, fatayas, and some local dishes? Our job as CED volunteers is to offer new ideas, trainings and innovative ways of thinking about marketing for ecotourism.
In order to start down this path, however, you need to do a little research first. In order to understand your situation thoroughly, there are a few pieces of information you must gather and analyze. The first piece of research starts with noting current resources. Ask yourself what is particularly attractive about your site or
28 The International Ecotourism Society, “What is Ecotourism?”
CED Technical Resource Manual 61 work partner’s establishment. Is the food really good? Or does that need improvement? Do they have particularly loyal and hardworking employees? Are there any attractions that are under-appreciated? Do you notice anything missing from the establishment? Things like proper counter space in the kitchen, a “welcome” sign, or a sitting area in the reception room may not seem important to your work partner but could make all the difference to the business.
Next, try to understand what customer groups your work partner has and which potential customer groups he or she is missing. Most often, we think of overseas tourists and local American expats, but within Senegal there are many potential tourist groups. Examples include school groups, wealthy Senegalese, nature tourists, adventure groups, church groups, companies (retreats, leadership/teamwork activities), and activist groups (schools, women’s groups, talibé, etc.). So instead of immediately thinking international, suggest to and learn from your work partner how to better attract a larger range of groups to his or her establishment.
Look to other local markets for innovative ideas as well. From all of the travel required by the Peace Corps, CED volunteers naturally pick up a lot of information from all over Senegal. Use this time and information to take note of new ideas from different areas. Places like Saly, Dakar, and Mbour are great for seeing what is new in the Senegalese tourism sector. Use these ideas as talking points with your work partner about how to sustainably/appropriately incorporate similar For more information on how to practices. perform a SWOT analysis,
consult the Business Creation and Constantly stay up to date on the business environment of Planning Section of this manual. Senegal. Peace Corps Senegal administration does a great job of updating us with emails, but it is important to go beyond this to anticipate potential issues and opportunities. Great contacts for this research are eco-guides, artisans, other tourism workers, as well as leaders in your community.
Performing a SWOT analysis with all this information can help you understand your situation fully and propose new solutions and ideas for your work partner. The number of problems often far exceeds the number of solutions you manage to propose, but by organizing the information in a SWOT analysis, you can begin to focus on the largest of those issues.
Ideas for the tangible marketing of a host’s products/services should be uniquely crafted for the business and sustainably executed. The following are a few examples of potential trainings/innovations that could help your local ecotourism business stand out among the rest:
1. Customer service trainings – As you have probably noticed, there is a huge lack of understanding about customer satisfaction in Senegal. Many businesses run on the model of “if I build it, they will come.” But they soon find out this does not work. By facilitating a training on customer service you can help a host improve his or her repeat business and possibly attract more foreign dollars. Simple trainings on topics like record/reservation keeping, satisfaction guaranteeing, promptness, and creating a welcoming atmosphere go a long way in the ecotourism business. For example, you can encourage a work partner to ensure there are enough rooms for all the nightly reservations or follow-up with customers by soliciting feedback.
2. Packaging deals – Tourism in Senegal can be extremely exhausting considering almost every transaction must be negotiated. This can be made easier for tourists by bundling transportation, meals, stay, activities, etc. so they can sit back and enjoy their stay. Special prices for certain groups (like Peace Corps) can be a huge incentive and translate to increased income for the host.
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3. New products – What a concept! Whatever special skills, interests, or activities you brought from America, they can be adapted into new offerings for your work partner. It may seem simple, but adapting locally sourced goods can give your work partner some extra flair. Examples include: new food dishes (bruschetta with pasta, guacamole, lemonade, chocolate brownies), activities (volleyball, bocce, photography courses, yoga, basket-weaving), and systems (inventory, customer surveys, complementary products). This is best done in moderation, however. Finding ways to showcase local dishes and activities in an approachable manner is ultimately more beneficial.
4. Internet presence and general promotion – Many Senegalese-run tourist destinations have a lack of internet presence. In many cases this is due to their remote locations, but in others it is due to a lack of understanding of how to use the internet as an effective marketing tool. This can be alleviated by facilitating internet trainings with your work partners and emphasizing its importance. It is generally not effective for these Helping them set up and maintain an internet smaller entities with whom we work to presence such as a website, blog, social media target tourists directly because it is too outlet, and/or linking them with a compiling website costly and requires considerable skill. can make a huge difference in their flow of Instead, they should try to use customers. Other methods of promotion include intermediaries such as tour operators, newspapers, international publications and paper guide books, internet providers, advertisements. Getting listed in guide books, NGO governmental organizations, trade sites, the Ministry of Tourism, and Educational associations, parks and protected areas, Travel Programs/Affinity Groups such as museums, and conservation/tourism NGOs. universities, zoos, etc. can be as easy as a phone call Contacting tourism aggregators like this or an email. Business cards also help immensely is a good way to get listed and start with advertising to the local population. In some gaining customers from a new market. cases, partnering with other businesses in the area can double efforts and be mutually beneficial.
5. Pricing – Teaching work partners how to effectively price their products is quite difficult, but can change the way they think about running their business. It can also make the destination more affordable and therefore attract a wider range of customers. First, help them calculate their costs. Once this is done, they can figure out their break-even point and how much business they need in order to earn a profit. Once they see these numbers, they may be able to either reduce their prices or consider other interventions for properly targeted audiences.
6. Language training and certification for guides – For more external organizations If your host has trained guides or if you know and websites that offer resources some in the area, try to link them with a teacher or on language training and other teach them English yourself. This is invaluable to ecotourism-specific skills, please their futures and the future of tourism in your site. see the Appendix of this manual. By introducing or improving English as a spoken language with your host, it expands their customer base to many other international tourists. This strategy may be difficult and take time, but it pays dividends in more developed areas. In some areas, there may even be certification programs available. This applies to both the ecotourism site and the guides. The most advanced of these is a third-party certification from an independent assessor. Relevant information on these types of certification is best found by asking guides in your area, but for additional information consult the Senegalese Ministry of Tourism website at www.tourisme.gouv.sn.
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7. Local product promotion – Linking local artisans with campements, hotels and restaurants is beneficial in many ways. It not only helps the artisans financially, but also makes the host look more supportive of his or her community. It also gives tourists a convenient way to give back to the community and get a souvenir to take home.
8. Writing – Making the Peace Corps and greater expatriate community in Dakar aware of your work partner’s business is a great way to expose it to a new market. Working with a travel writer or even just getting in touch with a social coordinator from the U.S. embassy could potentially lead to steady expatriate business.
9. Organizing convenient transportation – In most cases, we are not in a position to move the product or service, but we can try to make the place easier for tourists to get to. This can also refer to making excursions and activities easier to access. This can be done in many different ways including organizing/designating car owners to drive to your destination, connecting a host with a private transportation company, or even encouraging a host to try and make his or her road more passable.29
29 Aimee Russillo, Martha Honey, Abigail Rome and Amos Bien, “Practical Steps for Marketing Tourism Certification,” Center for Ecotourism and Sustainable Development, accessed July 30, 2014, http://www.responsibletravel.org/resources/documents/ reports/Ecotourism_Handbook_III.pdf.
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V. FINANCIAL LITERACY
Financial management skills apply to more than just business owners. Every family has a finite number of resources that it must manage in order to ensure that everyone is healthy, comfortable and happy. This requires a family to use a lot of the same tools and resources as a business: budgeting, savings, banks and even credit. In order to take advantage of these tools, the individual needs to know how to use them, or rather, be literate in them. Although the general concepts may be the same for businesses and individuals, it’s important to tailor your interventions and support to specific situations. The following section will detail some of the potential work and strategies you may use to help increase an individual’s personal financial literacy skills.
PERSONAL MONEY MANAGEMENT SKILLS Believe it or not, counseling somebody on managing his or her personal finances does not require much more than common sense. This section covers the three basic tools of personal money management and how to apply them to real life situations.
CASH FLOW CALENDARS Ask your work partner to make a couple different cash flow calendars. First, begin with mapping out seasonal income and expenses. Define seasons in whatever manner your work partners want. If they want to define seasons according to the agricultural cycle, fine. If they want to define them according to the school calendar, fine. The bottom line is that the calendar is for them, not you, so there is no right or wrong way to divide up the year. After dividing up the calendar into seasons, divide the calendar into months of the year and begin mapping out expenses and income. Encourage your work partners to consider absolutely everything that may affect cash flow: holidays, school, planting times, etc. The main goal here is to prompt your work partners to think about and to visualize how cash comes in and goes out of their households over the course of a year and what affects the flow.
HOUSEHOLD BUDGET Have your work partner list common, daily expenses as well as seasonal expenses. Daily expenses may include items such as food, soap, transportation, mechanic services and fuel. Seasonal expenses may include re-thatching rooms, school supplies and farm equipment repair. Once your work partner lists all the expenses, organize them into categories. Devise the categories as you and your work partner deem appropriate. Next, discuss where the money for these items comes from. Perhaps your work partner’s brother buys a bag of rice each month, his wife always buys the soap and he or she is responsible for the children’s needs and house maintenance. Finally, discuss a feasible household budget per week or month. Take into consideration your work partner’s motivation for creating a budget.
SAVINGS OPPORTUNITIES ANALYSIS After thoroughly examining your work partner’s cash flow and household budget, scrutinize spending patterns for potential savings opportunities. The opportunities may be as simple as reducing the amount of
CED Technical Resource Manual 65 phone credit they buy to more extreme measures such as reducing motorcycle use to longer-distance trips only. Discuss with your work partners what they feel is feasible for themselves and their families. If a family is expecting a large expense or purchase in the upcoming months (i.e. school inscription fees, Tabaski sheep, etc.), you can help your work partner organize a savings calendar. Discuss the importance of planning ahead for large expenses/purchases so as to ease the financial burden. First, identify the time frame for the expense/purchase and what the final cost will be. Next, divide the total cost by the number of months or weeks before the expense/purchase. This calculation will show you how much your work partner must save per month or per week in order to reach his or her savings goal in the future. Discuss with your work partner how he or she will save this money (in a specific box or envelope in order to keep it separate from general family funds and risk spending it accidentally). You should also speak with your work partner about the importance of not spending the money he or she has saved before the intended expense/purchase.
SAVINGS Savings makes up the last part of the personal money management trifecta. For most people who will read this manual, the word “savings” conjures up images of bank accounts, 401(k)s, CDs, etc. Maybe the less saving-savvy of the audience will conjure up the image of a piggy bank.
In the context of Senegalese society, the piggy bank image may be the most applicable. One common method of saving here is to (figuratively) put money into livestock. As in, buy them. Turning liquid assets into non-liquid assets ties up the holder’s money, therefore preventing him or her from spending it or feeling obliged to give it to somebody else. When money is in a piggy bank, it’s difficult to get to the money because in order to do so the pig must be broken. When money is in a cow, it’s difficult to get the money because the cow must be sold.
Another common method of saving is to deposit sums of money at the local boutique. The boutique owner will keep an account book for each customer who does so. As account-holders buy items, the cost of the item is deducted from the account. This way, cash is not in the individual’s hand and, once again, the individual is prevented from giving it away or spending it on unnecessary expenses.
The third method of savings is a Rotating Savings and Credit Association (ROSCA). Groups of people, usually women, will meet weekly to deposit a small sum in the group’s fund. Each month one or two members will receive small loans which they are expected to repay with interest. As loans are taken out and repaid, the caisse grows and so will the loans. When the loans become bigger, so does the potential for individual profit.
STARTING A SAVINGS PLAN When working with an individual who wishes to start a savings plan, first begin with setting a goal and timeframe. Let’s take Mamadou as an example:
Mamadou wants to save enough to pay for his children’s school inscription fees and buy them school supplies. The inscription fees will total 15,000 FCFA and the school supplies will cost about 12,000 FCFA. It’s now March. Mamadou works as a tailor. He must pay school fees in October, so he has about seven months to save 27,000 FCFA. That works out to about 4,000 francs a month. He charges 2,000 to 10,000 francs for a complet, but he tells you his average is 3,000 francs, plus materials. His work is steady, so he decides to put away 6,000 francs a month now because he knows that in August business will slow down and household expenses will be greater once the cost of food rises. Once he has the
CED Technical Resource Manual 66 money, he will buy two goats, which he will then resell when it’s time for school to start because he doesn’t want to be tempted to spend the money on something else.
Mamadou took the appropriate steps to set up a savings plan:
1. He determined the length of time he had before he had to pay school fees.
2. He estimated how much he could afford to put away each month.
3. He predicted financial strains that would occur in the future.
4. He found a way to save the money.
Naturally, these steps may change depending on the person and his or her situation.
STARTING A SAVINGS GROUP If you have a group of people who you believe would benefit from participating in a savings scheme, it is entirely possible to start one from scratch. The model used here came from Peace Corps Burkina Faso. The program is designed to last fifty weeks and is broken up into ten-week segments. A sponsor is imperative because the sponsor matches the savings to increase the group’s fund. This provides motivation for the group to continue. A sponsor could be a local NGO, or sponsor funds could be obtained through a grant.
To start a savings group, first find interested people. The ideal size is 25 people, though a group may have as few as 15 or as many as 50. They may already belong to the same association, or perhaps not. This does not matter as long as they are all interested and committed to participating in the savings scheme. Once they form a group, choose a president, vice-president and treasurer. A manager will also be needed. The manager is not a member of the group, but should be someone who can read, write and calculate.
The group should then open a bank account together. The manager will work alongside the board to manage the account.
Hold meetings on a weekly basis, collect the money from the members and deposit it into the group’s bank account. If meeting weekly is not feasible, appoint one or two people to go around collecting money each week.
Once the details are worked out, begin the first ten-week phase. During the first phase, the members will only be depositing and saving money in the account. Every time money is collected, the manager should write down who contributes. The president and vice-president should be talking to those who are not contributing. Make it clear that if members wish to terminate their affiliation with the group, they will only receive half of what they have put in. People who back out can be replaced, but a replacement must pay half of the weeks he or she missed prior to joining.
During the second ten week phase, the women (or men) can start taking out small loans for themselves. At your meeting during the tenth week, randomly divide the members into groups of five, which we will call “solidarity groups.” The groups are selected at random so as to avoid having all the board members in one group or relatives/co-wives in one group together. The solidarity groups work as such:
Group one consists of A, B, C, D and E. If A would like to take out a loan of 1,000 FCFA, the rest of the group must agree to the loan. They essentially are guaranteeing A’s loan. If A fails to repay the loan, B, C,
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D and E must pay back the loan themselves. The groups function as positive peer pressure to repay loans. This system also encourages a sense of ownership of the group and the fund. By splitting up family members, risk is reduced for each family. If two sister wives are in the same group, twice the money to repay on a defaulted loan will come from one family. You want to avoid this at all costs.
During this phase, small loans will be given for a repayment term of five weeks. Meetings should be held at five-week intervals from here on. At the meetings, the members will repay their loans and take out new ones if they wish. Loans will be small during this phase and interest rate will stay fixed at 10%. At the end of this phase, the sponsor will deposit 20,000 FCFA.
During the third phase, the loan limit will rise slightly, though the interest rate will remain at 10%. In the thirtieth week, the sponsor will deposit 15,000 FCFA.
During the fourth phase, the loan limit will again rise and the interest rate will remain the same. In the fortieth week, the sponsor will deposit 10,000 FCFA.
During the fifth phase, the loan limit will rise once more and the interest rate will remain at 10%. In the fiftieth week, the sponsor will deposit 25,000 FCFA.
From this point, the group will be self-sustaining. The sponsorship will stop, so it is up to the members to continue enlarging the fund through interest payments.
Clear as mud, right? If this explanation didn’t make a whole lot of sense, look at the example that follows. It’s a hypothetical village savings group that uses the exact model explained here. Remember that this model is adaptable. You and your counterparts know what is best for your community, so use this model as a guide. In the words of the great Burger King: have it your way.
EXAMPLE The following example is based on a group that has 25 members and each member contributes 100 FCFA weekly. It is assumed that all members take out the maximum loan amount each time. Interest accrued is from the previous segment, because the loans are repaid with interest during the following meeting (ten weeks later).
Amount Interest Sponsor Total Amount Week Loan Limit Saved Collected Contribution in the Caisse 1 2,500 N/A N/A N/A 2,500 2-9 20,000 N/A N/A N/A 20,000 10 2,500 1,000 N/A 25,000 27,500 11-20 25,000 2,000 2,500 20,000 47,500 21-30 25,000 3,000 5,000 15,000 45,000 22-40 25,000 4,000 7,500 10,000 42,500 41-50 25,000 N/A 10,000 25,000 50,000 Total 115,000 25,000 95,000 235,000
This plan can (and should) be adapted to circumstances. Everything and anything in this plan can be altered. The important thing is for the group to get into the habit of saving money and repaying loans.
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CREDIT Credit in the Senegalese context varies slightly from Looking to work on financial credit in America. Most of us have a credit card, maybe literacy skills with a family but student loans and, perhaps for the more ambitious among having problems with literacy and us, mortgages. In Senegal, though, common credit numeracy? Please check out the involves rotating savings and loans groups or short-term appendix in the back of this loans from credit unions or banks. manual for more information on how to overcome barriers to When counseling a work partner in regards to credit, there illiteracy. Also be sure to check are three things to consider: the amount of credit that is out the Google Drive for case reasonable to take on, the repayment period and the studies and more information. method used for managing the debt.
First and foremost, though, one must consider whether or not debt should even be taken on in the first place. If a work partner is considering taking on debt, sit down with him or her and discuss exactly how the debt will be repaid. Use the tools discussed in the basic personal money management section to determine if repayment in the given amount of time is even feasible.
If you and your work partner determine that, indeed, credit should be taken on, the next step is to determine an appropriate amount. Be wary at this phase! Oftentimes work partners become excited at the prospect of obtaining credit and their dreams become much bigger than their wallets. If this happens, remind your work partner that it is much more prudent to take out a series of smaller loans, as opposed to one massive loan. Do a simple profit-projection exercise with your work partner to determine if a loan could be repaid in the given repayment period. Make sure to go with the most conservative repayment projections.
Once you and your work partner have accomplished these two important steps, next on the agenda is determining from where to obtain credit. The most common sources of credit in Senegal are rotating savings and credit associations, banks, credit unions and microfinance institutions:
1. Rotating Savings and Loans Associations – This is by far the most common way for people, mainly women, to save money and/or obtain credit. They are informal and governed according to social conduct. Each group sets its own rules, though commonalities do exist. The most common format is for members to contribute a fixed amount of money that goes into a group fund, or caisse. On a regular basis, normally weekly or monthly, the group members loan out the money in the caisse. Borrowers return the money with interest, which is how the group’s funds grow past the initial contribution period.
2. Credit Unions – Credit unions function largely in the same manner as banks. The difference lies in the institution’s stakeholders. Accountholders own a credit union while a private entity owns a bank. To obtain credit from a credit union in Senegal, the borrower must have an initial amount in an account at the credit union before they are eligible for a loan. Interest rates at credit unions normally fall between 10% and 25%; simple as opposed to compound interest.
3. Banks – Banks in Senegal generally function in the same manner as banks in America, in regards to credit. Interest rates tend to be high, and are normally out of the reach of most Senegalese.
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THE BEST GAME The Best Game is a series of fun, interactive lessons to teach financial literacy. The program embraces experiential learning to show students key business best practices. It is a training tool that provides the “practical” experience of running a business inside a training room.
You can pair the Best Game with other activities to reinforce participants’ learning of business practices. For example, run it in tandem with a technical training on how to transform a local food product or with a Girls Leadership seminar that also discusses decision-making for the future. Any way you cut it, the Best Game is a great teaching tool for financial literacy, and is appropriate for all ages.
GOALS AND OBJECTIVES The goal of the Business Expenses Savings Training Game (BEST Game) is to build business and life skills for people throughout the world. By the end of each session, the participants will leave with at least five concrete best practices to facilitate business and personal financial management.
Designed to expose participants to the kinds of decisions faced in the real business world, participants learn to mitigate/avoid the consequences of good and bad business practices. Using a step-by-step modular approach, each session builds upon the previous one to move from introductory to advanced lessons with ease. There are three sessions in total covering basic themes of supply and demand, personal money management and business cycles.
HISTORY The Best Game was adapted from an exercise that was created by the International Labor Organization (ILO) and taught all around the world. An American NGO, Making Cents, then updated the manual to fit the West African context. In Senegal, certified GERME trainers can also execute Best Game simulations.
BENEFITS FOR YOUR COMMUNITY The Best Game can be run with women’s groups, schools and youth camps. Any organized group of people can benefit from the game as it takes key financial lessons and simplifies and concretizes them, so that a range of actors, from seasoned businesspeople to illiterate workers, can comprehend the basics of money management. Overall, it is great way to inject energy into a typically dull subject area.
THE BEST GAME AND YOU The Best Game is most successful when administered to groups of 15-20 people who share a common interest. Once you have identified such a group, contact the CED programming team to discuss. Talla Diop is Peace Corps Senegal’s current CED PTA as well as our resident GERME/Best Game trainer. He can arrange to visit your site to lead the program.
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VI. YOUTH ENTREPRENEURSHIP
Small and medium enterprise development is the heart of Senegal’s Accelerated Growth Strategy. In Senegal, 90% of businesses are classified as small or medium and account for 33% of Senegal’s GDP. In an economy where 80% of the population is under the age of 25, it is crucial to bolster Senegalese youths’ ability to create and expand businesses and employment. As such, increasing the youth employment rate is a national priority per Senegal’s Stratégie de croissance accélérée 2013 (SCA).
Senegal’s youth entrepreneurship programs correspond to the third goal of the CED project framework: to help individuals manage their financial resources to increase their household economic security. Educated youths help the Senegalese government prepare for a new generation of strong businesspeople and entrepreneurs.
Peace Corps Senegal implements three standardized curricula models to teach youth entrepreneurship to local youth populations: Junior Achievement (Notre Commune and Mini-Entreprise) and the Youth Entrepreneurship Training Program (YETP).
JUNIOR ACHIEVEMENT
HISTORY AND MISSION Junior Achievement is an international NGO that aims to create a base for future economic studies by prompting students to think critically about the very basics of a community’s economy and what part citizens play in it. The goal of the program is to facilitate thought and discussion on how a community works and the value of each person’s contribution to a society.
In the U.S., volunteers from the professional community conduct classes at their local schools. JA also sponsors entrepreneurship and economics competitions in some places. The model used by Peace Corps Senegal is adapted from the Belgian version of the program to make it relevant to local students.
The Senegal branch of Junior Achievement is the NGO that designed and now monitors two of Peace Corps Senegal’s youth entrepreneurship activities: Notre Commune and Mini-Entreprise.
NOTRE COMMUNE Notre Commune is a five-module class that teaches young children the basics of civics.
OVERVIEW OF CURRICULUM Notre Commune comprises five lessons that discuss the foundation of communities, productivity, the role of government, decision-making and banks. Each lesson runs an hour long and includes an interactive activity. The target audience is CM2 and CM1 primary school students. At this age, the students have an appropriate understanding of math and the French language, which is important in order to maximize the program’s benefit. In villages or towns with low achievement levels, CM1 is preferred. The program is also appropriate for 6ème and 5ème levels in rural or low-achieving colleges.
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NOTRE COMMUNE AND YOU Before you start teaching Notre Commune, you must present the program to the school director. Thoroughly explain the program, its goal and your plans for implementing the program. Be as flexible as possible with the schedule in order to accommodate the school’s schedule.
The Notre Commune program has five lessons. If the school cannot afford to allow time from class five days in a row, spreading the lessons over multiple weeks works well. Sometimes, it might even be easier to schedule a weekly class to avoid any scheduling problems, and this may also allow you to teach multiple classes simultaneously.
MINI-ENTREPRISE Mini-Entreprise is Junior Achievement’s advanced program that teaches older students the basics of how to start a business.
OVERVIEW OF CURRICULUM The stated objective is to develop students’ understanding and vocabulary of the business world. The targeted learners are high school students in a club, classroom or after-school setting. The curriculum would work best at a lycée technique, where students can commercialize their technical expertise. The entire ten-lesson course prompts small groups of students to complete all of the steps of opening a hypothetical business.
The ten lesson plans, available in French and English, cover the following topics: developing a product or service, selecting officers, completing a market study, appointing a board of directors, researching, writing a business plan, opening a bank account, choosing a name and slogan, commercializing the product, and keeping a cashbook.
MINI-ENTREPRISE AND YOU Peace Corps Senegal no longer endorses leading the Mini-Entreprise curriculum as it currently exists, but the individual lesson plans might be adapted for an entrepreneurship-related program.
Junior Achievement provides the lesson plans, the information pamphlets and the certificates should you choose to use them. You also receive the satisfaction of working with an international NGO and can report the results to them for quality assurance.
THE YOUTH ENTREPRENEURSHIP TRAINING PROGRAM (YETP) The Youth Entrepreneurship Training Program is Peace Corps Guinea’s curricula for teaching entrepreneurship to older students. Developed by Peace Corps Guinea CED volunteers in 2012, YETP is recognized as a relevant and clear curriculum that can be applied in many contexts. It is being adapted from its original form to better fit the Senegalese context.
The goal of YETP is to provide basic training in business development skills and essential life skills necessary to become an active and engaged citizen.
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OVERVIEW OF CURRICULUM The training program mixes hands-on, community-based activities with a traditional training session format. There are 13 different lesson plans that show step-by-step how to start a business, from writing the feasibility study to keeping a cashbook. Each features an instruction segment and a hands-on activity for the students to apply the lesson.
YETP AND YOU A training manual complete with lesson plans in both French and English is available on the Peace Corps Senegal Google Drive, along with a participant manual to complement each session. The planning and coordination with your counterparts are up to you.
The program should be implemented in a manner that adapts to individual ability and varying comprehension levels and educational background. It is preferable to keep class sizes between 15-20 students. A modest class size permits trainers to address general questions, while being flexible enough to work with individuals when needed.
GERME Gerez Mieux Votre Entreprise (GERME) is a small-business development program developed by the International Labor Organization.
OVERVIEW OF CURRICULUM The program comprises three modules. “Trouvez Votre Entreprise” is the first module in the series and is designed to help an individual develop a business concept.
The second module is “Créez Votre Entreprise.” This module builds on “Trouvez Votre Entreprise” by providing the tools to create a business plan. It’s a very helpful module for those of you interested in teaching people how to create a business plan.
The third module, “Gerez Mieux Votre Entreprise,” covers a series of management practices and is designed to help an established business improve its recordkeeping, personnel and management practices.
GERME AND YOU Only certified GERME trainers can teach the classes but you can find and invite certified trainers to your site to lead focused business classes. GERME also prints detailed manuals for business training. These manuals are useful for practicing French business vocabulary and giving informal advice to work partners.
INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) EDUCATION In recent years, Senegal has experienced tremendous growth in the Information and Communications Technology (ICT) sector, creating thousands of jobs. Although not a primary CED activity, ICT education can be extremely helpful for local business owners and youth alike.
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ESTABLISHING ICT IN SCHOOLS As Senegal is experiencing the growth of ICT, schools are also participating in this expansion. Though the government does not have any official programs to integrate ICT in schools, some institutions have funded by other NGOs, or angels, and have been furnished with computers. . The government has partnered with Sonatel to offer different schools a discount up to 75% in gaining access to the internet; however, this may not apply to every school. The PCV can check with the proviseur or the censeur, as well as with the manager of Sonatel in that particular area. Having access to the internet will facilitate a CLC (Computer Literacy Course).
Many volunteers live in areas where the local schools have the equipment needed; however, they lack the appropriate staff members to incorporate a basic Computer Literacy course in the schools. The PCV can facilitate this process.
In order to commence a CLC, there are several questions that the PCV must answer: Does the school have the materials? Does the school have a teacher that can teach the course? Will the PCV be responsible for the design of the course? When will the class start? How long should it be? Who will the students be? Will there be any fees associated with the class? Is admin supportive of the initiative? How do you get admin to be a part of it? Should you start a course for the teachers as well? Are the materials up to date? Are any repairs necessary?
PREPARATION: SEEKING THE ADMINISTRATION’S SUPPORT As the trend toward ICT evolves and the government implements Computer Literacy programs in universities, more teachers are exposed to materials and technologies that they can use in the classroom. The question remains: how can you approach the administration to implement a CLC into the school program?
The first step is to organize a meeting with administrators or teachers at the school to discuss the value of a CLC. Once they can appreciate the importance of such a class, they will hopefully support the PCV in organizing the course and identifying students. The assistance of a committed local counterpart is always hugely beneficial.
ATTRACTING INTERESTED STUDENTS Ways to publicize an upcoming CLC include:
1. Posting flyers at the school. Each establishment usually has a bulletin board where students and professors alike can post flyers pertaining to education. Most students know where it is located in the school and visit it frequently. Ask the administration for permission first. 2. Holding a week-long demonstration workshop. One can hold different workshops creating flyers or any fast and easy document that can be emulated without too much difficulty. The PCV could use this time to engage the students’ knowledge and get a sense of the level of computer competency of interested students. 3. Organizing a small seminar and inviting panelists who are knowledgeable in computers and use them in their everyday lives. The idea is to get these individuals to connect with the students in showcasing the importance of ICT. The students will have a clear idea of the kinds of fields where knowledge of computers is essential.
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The purpose of the above scenarios is to gain the students’ attention in letting them know what is available. By having a presence, it will be easier to get a larger group of students. Live demonstrations will reinforce the necessity of improving one’s skills in ICT. Some students may have a computer (or tablets or smartphones), but that does not mean they possess the knowledge necessary to manipulate those devices to their full capacity. The PCV’s task is to give these students the basic information that they can build upon in the future.
DESIGNING AND IMPLEMENTING A COMPUTER LITERACY COURSE (CLC) Now that the PCV has the assistance of the administration and has the attention of the students, he or she will need to design a class that fits the environment, the students, and the time of the year. Confirm that all the materials (namely the computers) are in place and do not need any major repairs. Then it is time to start planning the course. These are the key components and considerations in CLC planning:
1. Length & Schedule – The length of the class should be the first question to answer. The PCV should take into consideration the school schedule, national holidays and desired breadth of the course. The PCV should choose how many days per week and how many weeks long the course will be.
The other consideration is whether or not the class is independent of the school’s program. One can have classes on weekends when the students have no other engagements or incorporate the course for a particular class. For example, 5ème would be required to have an ICT class like all other courses. Requiring a CLC for a particular grade level will be extremely difficult as it is outside the typical education system and may impose particular time and teaching requirements on the PCV that would be difficult to achieve.
2. Students’ Class Level – Students’ availability and experience may vary depending on their class level. If the CLC is being taught simultaneously with the regular school schedule, it is easier to teach students who are in the same class so that they are following the same course schedule.
Students in higher grades may have more experience with computers, especially if the students have been previously required to write an “exposé” for a class. Students’ grade level will impact what the PCV can teach in the CLC.
3. Curriculum Topics – First, determine which software to start with and how long to spend with each one. It is recommended that volunteers start with a basic introduction in Microsoft Office (Word, Power Point), Paint (in Accessories), and how to navigate through the computer’s drive (C: drive). In designing this curriculum, one should determine the OS (operating system) of the computers. In selecting the software to teach, the software versions must also be determined. The desktops may not be up to date, and may need updated programs.
It should be noted that the first week or two can be used to determine the levels of the students, as well as teaching them the keyboard shortcuts and how to use the mouse (including right and left clicking). One should not be surprised if the students do not know the difference between the left and right button of a mouse.
Provide an opportunity for students to showcase what they have learned through assignments and exercises within the classroom.
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4. External Resources for Planning Internet: so long as the PCV knows the computer program and year, there are innumerable materials available online including exercises, lesson plans, and other templates at no cost. Google Drive: materials are available in the CED Program Folder to help CLCs. PCVs could also use their skills to create different activities that are best suited to the students.
5. Fees for the Class – Charging the students a fee is a way to help cover the costs that cannot be given by the establishment or government.
Usually there is a one-time inscription fee, and afterwards the students pay a monthly fee. The cost will cover expenses such as buying paper, purchasing ink, buying any components that cannot be repaired (like a new mouse) and even an internet fee. Previous experience shows that most students can afford up to 2,000 FCFA per month for a CLC. However, other private organizations charge up to 50,000 FCFA for a four- to five-month training. These numbers fluctuate depending on the location of the school, and the income level of the community.
Setting up a CLC in a school is no easy task. It takes time and patience in order to move forward. It is strongly recommended that any PCVs undertaking this task have an advanced French level. The operating system in school computers is in French, and in an educational setting, the language of communication is French. If one does not have such skills, it would be best to work with a teacher or administrative personnel member side by side to implement and teach the CLC.
ICT AND ENTREPRENEURS Working with entrepreneurs is different than working with students. Most of the entrepreneurs that one will encounter have had some experience with computers, however limited it may be. So, how should one help those who operate a business to improve their computer skills?
IDENTIFY INDIVIDUALS 1. Self-identification – PCVs are often approached by individuals seeking additional knowledge about computers and will help to identify their own wishes for the course.
2. Create a group – If there are multiple people interested in computer training, then it may be beneficial to teach one course to a group. However, some entrepreneurs may have more experience than others in the same group. The PCV will be tasked to harmonize a module that fits everyone in that party.
3. Identify interested individuals Chambre de Commerce – The Chambre usually have a list of GIEs and local entrepreneurs who own different types of businesses. One could request the Chambre to provide a list of individuals who may be interested in having such training. NGOs – NGOs such as USAID, Red Cross, Counterpart International, and CRS frequently work with entrepreneurs who can benefit from computer training. Connecting with these NGOs and fostering a relationship will help set the stage for future cooperation.
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Cyber Café/Youth Center – Although not every region has a Youth Center, almost all regions have a cyber café. There are many individuals that use the space to get online and read news articles. However, that may be the extent of their knowledge. Oftentimes the owner of the cyber café may spend his or her time helping one person to create a flyer, when he or she could use that time for other essential activities. These owners themselves may not be well versed in basic programs such as Microsoft Word, Excel, or PowerPoint. A PCV can find many locals at a particular cyber café who may be looking for computer training.
LOCATION AND FEES FOR A TRAINING The location for a CLC must meet several qualifications depending on the desired training. Important things to consider include: if there are enough computers available, if there is reliable electricity, if all of the computers and operating systems are up to date.
When designing a CLC for entrepreneurs, it is best to have them pay for certain costs for the training (trainings are usually done by charging the participants for each individual session). There are several ways to cover those costs:
The first option is to have the entrepreneurs pay a single fee that will cover all the expenses, such as the venue, printing costs, ink, food, etc. This will make certain that the entrepreneurs take the training seriously. A second option would be to work in collaboration with an institution, such as the Chambre de Commerce or an NGO, to get a discount from the manager of the site. This could be used in combination with collecting fees: the entrepreneurs pay for half of the cost, and the NGO or other institution provides the rest. A third option to fund a training is to apply for a SPA grant from Peace Corps Senegal. This can cover the fees required for the training, and would compensate for the expenses mentioned above. The grant should be combined with a small fee for the participants.
COURSE DESIGN 1. Length – Unlike students, these individuals have major responsibilities. They may be breadwinners for their families. A single day away from their jobs may have negative effects. As a result, you must consider the number of days the training will last.
It is recommended that at least five days be set aside for the course. The first day can be used as a way to determine everyone’s capacity, and the techniques that would be most efficient in presenting the information. You must also determine the dates and duration of the course.
2. Programs and Resources – The main focus of this training would most likely be Microsoft Excel, and how to process data sheets. However, one should remember that some individuals may have less experience, and as a result may not understand fully the use of a keyboard, mouse, or even the operating system. Understanding the needs and abilities of these entrepreneurs is key in developing a useful program. Starting with the basics like Microsoft Word may give the entrepreneurs a better sense of computers.
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The ICT sector is growing in Senegal, and many individuals are starting to adapt to this trend. As volunteers, our task is to help develop our assigned communities. More and more, technology is playing a big role in the lives of Senegalese people. Students are becoming more efficient in how they use computers, and business owners are starting to see the importance of incorporating technology into their enterprises. Technology development is a critical component of growth in developing countries. Though Senegal has a long way to go, advances are being made to bridge the gap. We, as CED volunteers, are here to shorten the distance in whatever areas we can.
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VII. ENTREPRENEURSHIP IN SENEGAL
The first goal of the PC Senegal CED Project Framework is to “Enhance business growth and job creation.” To help create and expand business opportunities and activities, CED volunteers offer training to individuals, business owners and students on a wide range of business management skills including financial management, business planning, recordkeeping and marketing. Training current and future business owners in business management, as well as product development and production, can give them the knowledge and confidence to succeed as entrepreneurs. And from the entrepreneurs in a community will come new business opportunities and increased economic vitality.
Entrepreneurship fosters community economic development in a number of ways. In low-income economies, most members of the labor force are self-employed or unpaid family members who work in agriculture or in very small-scale industrial or service establishments. By creating new businesses, entrepreneurs are increasing the number of paying jobs available in the community. New businesses create demand for the raw materials they use and satisfy another demand through the sale of their finished product. New businesses help to restructure their community economies by increasing economic interaction and interdependence. Through business creation, entrepreneurship contributes to sustained, structural, economic improvement.
ENTREPRENEURSHIP USAID defines entrepreneurship as “the capacity and willingness to undertake conception, organization, and management of a productive venture with all attendant risks, while seeking profit as a reward.” 30
The choice by an individual to become an entrepreneur or a worker—that is, work for oneself or work for someone else—is largely dictated by circumstances. The scarcity of paying jobs available, for example, may be the impetus that gets a person thinking about starting his or her own business. Whatever the reason or circumstances, the decision to become an entrepreneur ultimately reflects an individual’s skills and attitude toward risk.
In general, entrepreneurship is riskier than employee-ship, but promises greater expected earnings. Volatile economic conditions, personal financial needs, insufficient capital and a lack of information are some of the barriers that prevent people from starting a new business. What’s more, people are naturally somewhat risk-averse, so creating a business around a new idea seems all the more uncertain.
For these and other reasons, the decision to become an entrepreneur often results from an already existing income-generating activity.
NECESSITY VERSUS OPPORTUNITY What motivates a women’s group to expand its income-generating activity and start a business, or prompts a man to open his own business selling a product he created? What gives rise to entrepreneurs?
There are two types of entrepreneurs and entrepreneurial ideas: “necessity entrepreneurs” and “opportunity entrepreneurs.” Most entrepreneurs in Senegal tend to be necessity entrepreneurs. In
30 USAID, “The Entrepreneurship Toolkit,” USAID: Economic Development Division, September 21, 2011, http://egateg. usaidallnet.gov/sites/default/files/USAID_State%20Entrepreneurship%20Toolkit_0.pdf.
CED Technical Resource Manual 79 communities where the labor supply greatly exceeds the number of paid jobs available, people often start micro and small businesses because there are few other income-earning opportunities available to them.
When a woman selling fatayas outside her home decides to open a roadside restaurant, her goal is the same: she needs to earn money. Her decision to expand the activity into a business reflects her desire to expand her income as well.
Opportunity entrepreneurs are people who spot an unfilled niche in the market and develop a product or service to fill it. They might already have jobs or other sources of income but want the chance to be their own bosses or make more money.
A “clando” taxi driver, who fills the gaps not served by a formalized type of transportation in Senegal, is an opportunity entrepreneur. There is an opportunity: people need to get from one place to another. With the availability of a car, he has the ability to take advantage of that opportunity. His decision to enter the transportation business reflects his desire to take opportune advantage of the situation.
A key difference to recognize is that businesses started by opportunity entrepreneurs have the potential to grow and hire additional labor, while enterprises created out of necessity by entrepreneurs are very unlikely to do so.
INCOME-GENERATING ACTIVITIES VERSUS BUSINESSES An income-generating activity (IGA) is a small economic activity, generally operated at or near home using one’s own labor or the labor of family members, with the purpose of raising family income. IGAs tend to make use of existing skills and locally available resources, and can make a significant contribution to a household’s economic security.
IGAs usually involve the making and selling of a product. A woman who makes fatayas in the evening and sells them at a table outside the gate of her compound is engaged in an IGA. Her business model, to the extent she has one, is extremely conservative. Her primary goal is to sell all the fatayas she makes, and she makes only a limited amount each evening. She knows how many fatayas she usually sells so that’s how many she makes. She won’t risk making more fatayas on the chance that she might sell more.
The following are common characteristics of income-generation activities: Primary source of income: IGAs are often the primary source of a family’s income, not just its supplemental income. Informal: IGAs are not officially registered, licensed or taxed. Little or no investment in worksite: IGAs often have a short time horizon. They can be established with limited advance planning and can appear and disappear overnight. Few fixed assets: IGAs have limited overhead. The startup costs are often nothing more than a cooking pot and a table. Little reinvestment: An IGA owner is not growth-oriented and invests only a minimum in the activity. Profitability is day-to-day for IGAs. Traditional skills: IGAs rarely require any special skills to run. Traditional technology: IGAs use simple or traditional technology. Part-time or seasonal for owner: An IGA may operate only a couple times a week or for a few hours each day, or it may exist during certain seasons of the year. Family labor: When an IGA requires additional labor, it is usually a family member who helps out rather than a paid employee.
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Mixed with household economy: IGA owners tend not to separate their business from their household money. Illiterate or innumerate: Many IGA owners are unable to read or write, or perform mathematical calculations. Little product diversification or value addition: IGA owners tend to sell the same things as many other vendors in the market. Few written records: Most IGAs do not keep written records. People engaged in an IGA may not know (or know how to determine) whether their IGA is profitable.
Many entrepreneurs get their start from an income-generating activity that they decide to turn into a business. An income-generating activity differs from a small business in nearly all its aspects.
Business Income-Generating Activity Formal, with all necessary registration, permits Informal and licenses Established in a fixed location that was chosen Requires little or no investment in the for reasons of marketing, production and worksite. distribution and that has been modified to serve the needs of the business Equipped with all machinery, tools and Has few fixed assets equipment necessary to conduct the intended business Owners are growth-oriented, see the value of Has little reinvestment reinvesting in the business with an eye toward future expansion Needs skilled or trained workers Uses traditional skills Takes advantage of available and new Uses traditional technologies technologies Fixed, established, regular hours of operation Part-time, seasonal or otherwise occasional operation Hires and pays employees Uses family labor Operated as a distinct entity, separate from the Mixed with household economy household or any other business Adds value to the products and services it makes Little product diversification or value and sells addition Keeps records and account books Few (if any) written records
SENEGALESE ENTREPRENEURS The idea of “entrepreneurship” is the same all around the world, but individual entrepreneurs are the distinct products of their environment. Differences in economic environment, culture and the needs of daily life uniquely shape how people start and run a business. Entrepreneurs must also adapt to their situation and be able to operate with what’s available, whether in terms of infrastructure, materials or technologies. Education and training, illiteracy and innumeracy, can also affect how a business is conceived or develops.
Every community faces different economic and societal constraints, so it is difficult to generalize. However, all Senegalese entrepreneurs initially share a few traits that result from certain aspects of Senegalese culture. First of all, as was already mentioned, people tend to be risk averse and entrepreneurs in Senegal are no different. They aren’t comfortable straying far from what they already know or have
CED Technical Resource Manual 81 already seen succeed. Their ideas for new businesses often amount to replicating another business that has already proved viable and selling products that have already been shown to sell.
In Senegal, the success of a business is not necessarily measured over the long term, but rather in how well it meets the immediate need of generating income now. This can affect the way people invest or re- invest in a business. Reinvesting toward the sustained future of the business may conflict with the need for income today. Without a long-term outlook, business owners may be hesitant to obtain loans or purchase better and more reliable machinery.
Most small-business owners in Senegal do not separate their personal and business finances. This may be due in part to the need for the business to generate current income, but it is also a result of cultural influences. In a communal culture, it can be difficult to understand the benefits—or even the concept—of personal finances. Being financially and materially involved with friends and relatives is a common element of Senegalese culture.
WORKING WITH WOULD-BE ENTREPRENEURS 1. Identify – Identifying entrepreneurs is the first step to enabling them to succeed. The majority of entrepreneurs start their businesses in the informal sector. They tend to be women and their clients tend to be their friends. Formalized groups, such as women’s groups, are also in a great position to start their own businesses.
2. Train – Many entrepreneurs do not have access to educational opportunities that allow them to gain the skills and knowledge they need to succeed in opening and operating a business. Introducing would-be business owners to formalized training sessions is a great way to address the education gap. You can call on the ADEPME, local technical schools and your own expertise to extend training.
3. Connect and Sustain – The ability and need to build relationships between entrepreneurs and mentors is increasing as globalization and its effects continue to expand. Burgeoning entrepreneurs can gain invaluable advice and assistance from veteran business leaders both in their communities and further afield.
4. Fund – The lifeblood of any successful organization is a consistent flow of revenue to drive operations. Most entrepreneurs without business training will cite their biggest challenge as a “lack of financing.” Grant money may get the business off the ground, but it is not something that will sustain the business into the future. Borrowing money from a bank creates the incentive to work hard, and provides a little bit of money each month. It is certainly the best solution, though not exactly the easiest to sell.
5. Enable – Entrepreneurs are directly affected by the economic, legal, and cultural elements of the business environment within which they operate. To improve the likelihood of your entrepreneur’s success, help him or her satisfy the necessary financial and legal requirements for starting a business.
6. Celebrate – The increased visibility of successful entrepreneurs builds awareness of their positive role in society and encourages a multiplier effect to occur, resulting in more people becoming interested and engaged in entrepreneurial activity themselves. Have a party! Call the radio station! Alert the community of an entrepreneur’s success to inspire others to also start their own businesses.
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WORKING WITH SENEGALESE ENTREPRENEURS Working with established entrepreneurs entails trying to help them improve their existing businesses. Be prepared to:
Motivate – Training a business owner in accounting and recordkeeping is only helpful if the owner understands their importance and is motivated to use them. When talking to an entrepreneur about improving his or her business management skills, tailor your pitch to each situation. When explaining the importance of accounting, for example, use reasons that directly relate to an entrepreneur’s business. Self-interest—understanding what accounting will do for him or her—is the best motivation for an entrepreneur.
Advise – Business owners may not always be aware of all their options, or be able to evaluate the long-term consequences of the choices and decisions they make. When advising business owners, be knowledgeable about their specific situations as well as their options and choices. Act as a sounding board for their ideas, provide information and expertise and help them arrive at decisions that make sound business sense.
Educate – Even established business owners may not understand certain concepts of financial literacy, like the difference between income and profit. Just as training gives people new skills, education in areas like marketing, efficiency and financial literacy gives business owners a body of knowledge to put to use throughout the life of their businesses.
Working with established entrepreneurs entails motivating them, advising them, and teaching them. So does working with would-be entrepreneurs as they conceive of or start a business. The process of conceiving or starting a business is where necessity versus opportunity entrepreneurship is most noticeable. When working with an entrepreneur who’s just getting started, evaluate whether he or she is primarily motivated by necessity or opportunity. The distinction will help you to think as your entrepreneur is thinking, and can help you determine what types of assistance and advice you can offer.
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VIII. BUSINESS CREATION AND PLANNING
Before a business can be started, there has to be a plan. This could vary from anything as simple as an idea in one’s head for buying a storefront and materials to something as complicated as a 100-page report complete with financial projections and a proposed board of directors. In your work as a CED volunteer, you will probably never encounter the latter, but it will be your job to steer someone with the former toward a better and better laid out plan before he or she starts.
This section will teach you how to approach working with an entrepreneur who is still in the planning stages, from coming up with the best idea for a potential business all the way to creating a detailed business plan that your entrepreneur can submit for possible funding.
FINDING A BUSINESS IDEA The very first step of creating a business is coming up with the idea. Some entrepreneurs may have a specific skill set, or an idea in their minds. Others will be necessity entrepreneurs, entrepreneurs who may be starting with nothing more than the idea that they want to start a business.
Before moving forward with a feasibility study or business plan, a potential entrepreneur should always assess his or her business idea. What is good about it? What’s bad? Where are potential threats or potential opportunities for later growth?
SWOT ANALYSIS The best tool for a potential entrepreneur to utilize when assessing his or her business idea is a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis (in French it’s an FFOM—Forts, Faiblesses, Opportunités, et Menaces.) A SWOT analysis is quite simple to perform. First, you sit down and create a grid of four boxes on a sheet of paper like this:
Strengths Weaknesses
Opportunities Threats
Once you have this grid, walk your potential entrepreneur through each step one-by-one:
1. Strengths – What skills do they have? What do they do better than other people? What resources do they have at their disposal to take up this venture?
2. Weaknesses – What skills do they lack? What personal problems do they have that could be a detriment to their work?
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3. Opportunities – What environmental factors might this potential business be able to take advantage of? What outside resources might be available to help this endeavor?
4. Threats – What environmental factors might harm this potential business? What external sources may damage this business opportunity?
After assessing each of these sections with a business owner, you will gain a better understanding of the positives and negatives of this potential endeavor. Looking at this, you will not only be able to more accurately assess whether or not this is a good business idea, but you will also be able to see where potential pitfalls may be waiting down the line, and how best to ameliorate those potential negative effects. Once you’ve assessed whether or not an entrepreneur has a sound business idea, the next step is to complete a feasibility study.
FEASIBILITY STUDIES Having assessed your potential entrepreneur’s business idea via SWOT analysis, the next step is to complete a feasibility study. A feasibility study is exactly what it sounds like: a study of the feasibility of a potential business idea. It usually entails six steps:
1. Choose a service or product to sell – In most cases this is something that is decided, as seen above, before you actually set out to complete a feasibility study.
2. Conduct a market study – In this step you will assess the currently existing market for the product or service you intend to sell. Consider the 4 P’s of Marketing, potential customers, competitors and the manner in which they sell the same product or service.
3. Determine how the business will operate – This is when you will determine the basics of the internal structure of the business. What employees will you have and what will their roles and responsibilities be? It’s not necessary to have a detailed working plan at this step (save that for a business plan), but such information is going Not sure about what questions to be crucial to the following steps of this study. you should be asking at each step of a feasibility study? Visit the 4. Calculate the investments and costs of the Google Drive Folder on Business business – At this point you will take into Creation and Planning for a account all of the initial start-up costs like handout that goes into deep detail machinery and land as well as any recurring about each step and the most costs you will incur while running the business pertinent questions you should be like utilities, raw materials and employee asking yourself along the way. salaries. Identify both fixed and variable costs.
5. Calculate the price of the product or service – This step can be dependent on the product or service you’re selling. Any product of service that has a set or known price will not need to be calculated here, but any product that has the potential of being sold within a price range should be considered here. A difference in price could mean the difference between a good and bad business idea. There’s a simple formula to determine the price of a product with a potentially variable price point: Average Cost per Unit + Profit per Unit = Price per Unit. For a more in- depth look at price calculation, refer to the feasibility studies resources on the Google Drive.
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6. Calculate the potential profit and decide: Is this business a good idea? – Finally, when it’s all said and done, you have to consider potential revenue against potential costs and decide based upon all the information you’ve gathered the answer to the burning question: is this business feasible?
The last point you may want to cover before moving forward with a business plan is something known as a break-even analysis. This is a good tool to use when you’re uncertain of the potential benefits of purchasing new equipment, but it’s also a useful tool when doing a feasibility study. This equation helps to determine how long after your initial investment you’ll be able to recuperate all those start-up costs and operate at full profit-making potential. Before the break-even point, any profit earned from the business will cover initial investments. After the break-even point, any profit earned from the business is pure profit for the business owner. The formula for calculating the break-even point is:
Total Recurring Cost per Month + Start-Up Costs / Estimated Total Revenue per Month = Break-Even Point (in months)
Once you know that profit is possible and how long it will take you to recover from the initial capital investment, it’s time for you and your business owner to start considering writing a full-fledged business plan.
BUSINESS PLANNING A business plan is many things. It’s a description of a business opportunity. It’s a comprehensive strategy for capitalizing on that opportunity. It’s an organizational framework of the business. It’s an informational repository for all the nitty-gritty details of the business. It’s a plan of operations. It’s a road map for the future.
It’s a step-by-step process, clearly laid out, that explains the business, anticipates and accommodates change and does so in clear and concise language. A business plan is: Explicit, Intelligible, Flexible and Written.
The fact that it’s written is one of the most important PC Senegal has tools and resources to things about a business plan. It shows ability and help CED volunteers and their work demonstrates commitment. A good business plan partners develop and write business is—as you’ll find out—time-consuming. A plans. In the Business Planning prospective business owner who commits the time Folder of the CED Google Drive, and effort necessary to create a business plan is you’ll find a business plans workbook probably actually committed to the idea. On the other and business plans guide, along with hand, someone who doesn’t invest the time and effort other tools and sample business plans. probably wasn’t all that serious to begin with.
Writing a business plan is useful for a number of reasons, not the least of which is that the process selects for motivated, committed individuals and organizations. But it doesn’t matter how committed and motivated an individual is, he or she is not going to be able to do this alone. This chapter will help you explain the reasons for having a business plan, know what should go into writing one, and anticipate how to help your work partners to complete one.
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WHEN TO WRITE A BUSINESS PLAN AND WHY CED volunteers work with individuals and businesses at all stages of business creation and growth. But not all individuals and businesses need a business plan—at least not yet. A woman who sells fatayas outside her compound in the evening to bring a little added income into her home—or anyone engaged in a small income-generating activity (IGA)—could probably benefit more from training in financial literacy and personal and household money management than from creating a business plan.
But at a certain point—for example, a certain level of sales, or the number of members in a women’s group, or the opportunity to expand the activity—an IGA begins to need more structure and better organization. It becomes, or has acquired the potential to become, a business. For that to happen, planning is required. A business plan is vital for turning an entrepreneurial idea into a start-up business, but business planning can also benefit an existing business by helping it improve its operations, plan for the future and expand.
There are three times in the life of a business when it’s useful or necessary to create a business plan:
To conceive and start a new business To structure and formalize an existing business or activity To expand an existing business
Would-be entrepreneurs and even established business owners may not understand the necessity or benefit of creating a business plan. Aside from those already mentioned—it’s an organizational framework, an informational resource, a road map for the future—there are other reasons why an entrepreneur or organization needs a business plan.
It’s an opportunity to further test an idea on paper; It anticipates problems and allows you to troubleshoot solutions while still in the planning stages; It clearly defines the roles and responsibilities of the owner or owners, and of any people working for the business; It describes and details the manufacturing process, and anticipates all necessary labor and raw material needs (as well as electricity and other requirements of the manufacturing space); It establishes systems and principles of recordkeeping and accounting; and It’s all there—agreed upon and in writing—which is useful to have if disputes arise in the future.
Finally, and maybe most importantly, a business needs a business plan if it needs funding from outside sources. If a business wants to attract investors or partners, the business plan is the promotional tool that can help make that happen. If a business needs a loan or a grant, for start-up capital or to expand, a business plan makes the case for why a bank or NGO should want to take the risk of making a loan or awarding a grant.
CREATING A BUSINESS PLAN A typical business plan consists of six sections—Executive Summary, Company Overview, Marketing Plan, Operations Plan, Management Plan, Financial Plan—and any relevant appendices.
1. Executive Summary – The first section of a business plan is the last thing to be written. After completing everything else in the business plan, an entrepreneur or business owner needs to refine the entire plan down to one page and write an executive summary. It provides an overview
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of the company, including its material and financial needs, and should give anyone who reads it a better understanding of the business and a desire to learn more about it. Think of it as an “Elevator Pitch.” You’ve got less than two minutes (or one page) to sum up who you are, what you do, why you do it, and what you have planned.
2. Company Overview – Just like it says, this section provides a “big picture” view of the company. It contains the company’s: Mission Statement—what is the business’ purpose? Vision—what is the business doing? Goals and objectives—what does the business want to accomplish? History—a brief biography of the business
3. Marketing Plan – This is the first of the actual plans in a business plan. This section lays out the business’ assessment of its market, product, competition and potential, and the strategy the business has devised based on its analysis. It can include: Industry research and analysis Product research and analysis Market research and analysis Research and analysis of the competition SWOT analysis of the business Promotional strategies the business will use
4. Operations Plan – Also called “Production Plan,” this section gives details on how the business will operate and the production process of the product to be produced. It can include information and documentation relating to the: Structure of the business (personnel, departments, functions) and how it’s organized Business’ compliance with regulations, licensing and permits Location(s) of the business and/or production facilities Production process (including labor, materials, manufacturing and distribution)
5. Management Plan – This section furnishes information on who will manage the business and how the business will be managed. It can include: Relevant skills and experience of the management or owner Organizational and decision-making charts of the business and management Job descriptions and duties of all personnel (who’s responsible for what) Certification of any skills and training that the management, owner or workers possess or have received (and any training they will need) Documentation of current or potential management support from outside the company
6. Financial Plan – This section presents the business’ fiscal condition and outlook. It provides: The financial condition of the company, including sources of funding The financial strategy of the business Financial projections of the business, including an analysis of break-even cash flows.
These six sections comprise a complete business plan. Given its intended use, no more information may be necessary. However, depending on the situation, a business owner may attach other relevant documents and materials as appendices to the end of the plan. These may include:
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Market research materials and data, such as any market survey questionnaire that was used and the demographics of the people surveyed Photographs of processes, equipment and facilities Contracts with suppliers, vendors and major customers Lease documents for facilities and equipment Business name registration and other formalization and licensing papers Insurance documents Resumes of key personnel
HOW TO WRITE A BUSINESS PLAN There’s no definitive method for writing a business plan, but planning ahead is half the battle. Think of it as a ten-step process in three stages: Motivation, Preparation and Execution.
STAGE ONE: MOTIVATION 1. Explain what a business plan is. 2. Explain why the business needs a plan.
STAGE TWO: PREPARATION 3. Design the plan to include only information specific to the business or situation. 4. Write the business plan in the language that’s most appropriate for its intended use. 5. Make use of existing information. 6. Ask the right questions of the right people. Use your best judgment for everything else.
STAGE THREE: EXECUTION 7. Organize the information and assemble it in order 8. Explain the information clearly and completely 9. Summarize the entire plan in the one-page Executive Summary.
Step one is to explain to your work partner what a business plan is. It’s important that everyone working on the plan have a clear understanding of the document they’re producing. At first, some elements of a business plan—not to mention the concept of a plan itself—might be difficult for people to grasp, so be sure to confirm their understanding.
Step two is to explain to your business owner or group why it is that they need a business plan. The reason may be obvious, like wanting to apply for a loan from the bank. Or the reason could be something less tangible, like the need for organizational structure. Whatever the reasons, it’s important that everyone involved understand and agree on the need for a business plan.
Motivation is the necessary impetus for seeing a business plan through to completion. Once everyone is in accord, move on to preparation.
Step three is to determine what things you need to include in the plan, based on the specific business or the specific use to which the business plan will be put. Those are the key factors that influence the content of a plan. Assess each of the possible sections of a business plan in relation to the business you’re planning. Include only those sections that are relevant to your specific business or situation.
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Step four is to determine what language to use when writing the plan. That will depend on what the plan is to be used for. If the business plan will be used to help a business owner get a loan from a bank or attract possible investors for start-up or expansion capital, the plan should be written in French. That’s the language of finance and banking in Senegal. If the business plan will be used to help structure or formalize an existing business—let’s say a women’s group—then use a language that all the women in the group understand. The plan is being written for their use, it should be written in the language that they use.
Step five is to assemble the information you’ll need to complete the plan, making full use of already existing information. Make particular use of the feasibility study. Much of the information that fits into various sections of the business plan will already have been gathered for the feasibility study. For example, the Marketing Plan section of the feasibility study will contain the necessary information on the target customer, competition, pricing, promotion, etc. that is needed for the Marketing Plan section of a business plan. The feasibility study will also contain information on costs, on production, on equipment— all of which can be transferred into the appropriate section of the business plan.
Step six is to fill in the gaps in your information. Not all of the information will be available in the feasibility study. For the rest, ask the right questions of the right people. Even doing that, though, may not yield the information that’s needed. Sometimes people—even business owners, even when they know it’s necessary—will be reluctant to supply information. They may not know it, or they might think it’s too personal, or it could be that the information is simply unknowable. In those cases, use your judgment and make the best guess you can, noting (if you do so) that said information is a projection or an estimate.
Obtaining and preparing all the necessary information makes the actual writing of a business plan much easier. After verifying that you have all the necessary information prepared, you can begin to execute the writing.
Step seven is to organize the information and assemble it in the order of the business plan: Company Overview, Marketing Plan, Operations Plan, Management Plan, Financial Plan—and any appendices.
Step eight is to write the plan, section by section, as clearly and completely as the information warrants or permits.
Step nine is to distill the plan down and write the Executive Summary.
But a business plan is not complete until after the tenth step: review and agreement. Review the plan with your work partner or partners, answer their questions, clear up any ambiguities, make any changes that their questions or changing circumstances might require, and then obtain their agreement on the final version.
Business planning is only one of the business skills in which CED volunteers can train business owners and entrepreneurs. A business has better prospects for survival, growth and expansion when it has a plan and follows it. But other skills, such as business management, cost control, marketing, financial management, recordkeeping, and accounting are necessary to implement the plan and follow it. Consult the relevant chapters in this manual for information on how to train work partners in other business skills.
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IX. BUSINESS GROWTH AND MANAGEMENT
When CED volunteers aren’t getting in on the ground floor of a new business, they’re helping existing business owners develop and grow the businesses that they’re already running. Although a lot of the same principles run through both business creation and business growth, assisting an already operational business requires a significantly different skill set, which will be covered in the following sections.
THE 4 P’S OF MARKETING IN SENEGAL Let’s talk about marketing one more time because it’s just not a business without a marketing strategy. The beauty of the 4 P’s of marketing is that they are also the 4 P’s in French as well. They are Product (Produit), Price (Prix), Place (Place), Promotion (Promotion). If these are new to you don’t worry, they’ll become second nature soon enough. These 4 P’s will provide you with the basic building blocks of a good market research study, as well as in what areas and what ways to advise a business on how to improve its profitability and growth prospects.
PRODUCT Product is the first of the 4 P’s. It’s the nexus around which the entire business is focused: the product it sells. The product (or products, or product line) is the reason for the existence of every other part of the business. So what goes into the product that a business sells? Is it just bought in bulk and then resold? Is it created by the business from certain raw materials? What sort of technical expertise does one need to create this product? Is it different or unique from other products of a similar nature that are on market? These are the kind of questions you need to ask yourself when considering the first P.
In Senegal, there is often not much variety in the products that vendors and shop owners sell. This is partly a consequence of factors like local and international suppliers, climate, community tastes and preferences, and the purchasing power of potential customers. But the relatively narrow range of products and services also reflects the risk aversion of business owners and customers alike: consumers are reluctant to buy a product that they aren’t already familiar with, and business owners are reluctant to take the gamble of stocking or offering a product or service that may not sell.
PRICE After an entrepreneur has chosen or decided upon a product that he or she is ready to sell, the next step is to decide upon a price. The price needs to serve two dual and conflicting purposes: 1. Be low enough to attract customers and make sales, and 2. Be high enough to allow the vendor to turn a profit and make money. The difference between the cost of production and the price at point of sale is the profit margin (less any overhead expenses like rent, electricity, wages, etc.). If you are working with a business that barters, you will have to get creative here to find out profit margin, but if you are working with a person who sells their product at a fixed price, the profit margin will be clearer. Either way, the price of products—or, more precisely, the profit margin—is what makes or breaks the balance books.
Here in Senegal, pricing poses some difficulties. The relatively common practice of bargaining could mean that, in some situations, with some customers, a vendor could end up selling a product below cost. In an enterprise that sets or charges prices arrived at through bargaining, price is perhaps more a function of the bargaining skills of the salesman than anything else. What’s more, many Senegalese vendors have little pricing power due to the fact that a number of other vendors are selling the same products. This hampers a vendor’s ability to set a price that adequately compensates him or her for time, materials and
CED Technical Resource Manual 91 overhead expenses. Often, price is determined not so much by value or demand as it is by the price that is already being charged for the same product by the competition: already established vendors in the same line of business.
PLACE To sell a product at its predetermined (or not) price, you need a place to sell it. There are many little decisions that go into finding the best place to open a business and/or sell a product. A would-be shop- owner might have reasons for wanting his or her store close to home or near a production facility. There may be benefits to being close to transportation or near to potential customers. All these little decisions are apt to hinge on a vendor’s specific product or situation, but the big-picture decision really boils down to this: where can a vendor sell a product that best allows him or her to attract the most clients while keeping expenses low?
As with products, there isn’t a lot of diversity in available sales places in Senegal. The decision is likely to be as stark as whether to locate in (or near) A 5th P: Personnel the community market versus in one’s neighborhood or home. If a vendor’s business Personnel is usually considered part of strategy relies on potential customers being the fourth P (Promotion), but there are generated by random pedestrian traffic, a market good reasons for considering and stall may be necessary. On the other hand, if evaluating it on its own. Customer business is primarily going to be generated through service is one of the areas in which PC word-of-mouth, that extra expense may not be Senegal CED volunteers are encouraged necessary. to work with businesses. When it comes to personnel, the main question for a PROMOTION business owner/employer to ask is: Promotion is all about attracting potential clients. So Does each employee adequately how does a business do this? Well, a successful promotion strategy could be as simple as a sign in represent my enterprise and the image I front of a business with a description of what it sells want to convey? and the proprietor’s phone number. Or it might be something more elaborate such as a professionally When evaluating personnel and produced television commercial. A successful customer service, consider whether a promotion strategy needs to be specifically tailored business’ employees: to a business’ potential client base. Different types Know the product(s) and price(s) of promotion will attract (or work best on) different Respond well to the needs and types of customers, so to stress the point again, questions of customers specificity is the key to designing a successful promotional campaign or strategy. Promotion can Conduct themselves in a take many forms. It might entail offering discounts professional manner or free samples to new customers. It could mean Are effective, responsible and establishing a customer loyalty program. It can take reliable when performing their jobs the form of corporate sponsorship, where a Understand how to sell and company sponsors a sports team or community communicate well event. It could be a company’s logo on a t-shirt or keychain. It could be accomplished by word-of- mouth or by distributing leaflets around town.
Promotion is undeniably important but it isn’t essential to the operation of a business. You’ll see plenty of businesses in Senegal that don’t advertise at all. Sometimes the only way to know what a particular
CED Technical Resource Manual 92 business does is to poke your head through the door and see for yourself. Regardless of this fact, promotion can still determine whether a business is a success or a failure, and in a community where many businesses are in the same business, so to speak, promotion can really set a business apart from its competitors.
BOOKKEEPING AND ACCOUNTING Accounting is an important aspect of formalizing a business, yet it is lacking in most of the businesses CED volunteers work with. This section will help in understanding what makes accounting so important, provide a brief background in basic accounting procedures, and finally explain how to translate that information into your work here in Senegal.
WHAT IS ACCOUNTING AND WHY IS IT IMPORTANT? Accounting is an information system that measures business activity, processes the information into reports and communicates the results to decision makers.
Measuring business activity, processing that information and communicating that information is crucial to small businesses in Senegal because not only does it allow them to track their progress, but more importantly it helps them in obtaining loans or grants. Maintaining solid records of the business is essential if the business owner hopes to receive outside financing to expand and to improve his or her business.
When business owners question the need for accounting, volunteers can emphasize visibility, transparency and credibility. Through accounting, the owner can clearly track revenues and expenses and the flow of his or her business creating more visibility for his or her business. Next, transparency, is demonstrated when the owner and his or her employees all know and understand how funds are allocated, and they can all keep track of profits and how they are expensed. This validates the integrity of the business and keeps all individuals informed about the financial activities of the business. Lastly, recording revenues and expenses lends credibility to the company, showing people that the business is actually selling its products and/or services and making a profit off of it. It also gives businesses proof of their financial activities so that banks can assess and decide whether or not to give a certain business a loan. It shows people that the business is not only tracking its activities in hopes of making decisions to improve the operations, but is also serious about continuing into the future and reinforces the continuation of the business.
WHO ARE THE DECISION MAKERS: INTERNAL VS. EXTERNAL Decision makers can be broken down into internal and external. Internal decision makers include managers, internal auditors and chief financial officers. They need accounting information to make better decisions for the business and to steer certain aspects of the business one way or the other.
Additionally, there are the external decision makers such as suppliers, banks, NGOs and investors. These individuals need accounting information to make decisions on investing in the business or whether or not to make loans to a business. Recordkeeping provides necessary information for them to better understand the business’ situation and stability.
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ACCRUAL VS. CASH ACCOUNTING Businesses can use one of two accounting methods: accrual or cash. Although the accrual method is used by medium and large enterprises in Senegal, the majority of the businesses that CED volunteers work with use the cash method. The accrual method is the system in which revenue is recorded when the sale of the product or service is complete, and the receipt of payment is secure. For example, a company like Sonatel would record revenues from internet services when the services are rendered, despite not yet receiving payment. In the accrual method, sales are recorded when the sale is made regardless of when the payment is or will be received.
On the other hand, the cash method—as implied by the name—is the system in which revenue and expenses are recorded when cash is exchanged. The most prominent example of the cash method would be when a boutique owner records the cost of a sack of rice when he or she purchases the rice. Then, when customers come to buy kilos of rice, he or she records the amount the customer pays for a kilo of rice. The cash method is a much less complex system and therefore more widely used throughout Senegal.
CHALLENGES OF ACCOUNTING IN SENEGAL 1. Lack of long-term planning – People in the community work and make money to survive, so in general, they are not planning too far into the future. Because of this they tend to not find accounting or recordkeeping something that is important to their business. Therefore, it is crucial that CED volunteers emphasize that keeping records will help them see trends and understand their business better.
2. Old habits die hard – Business owners are not used to writing things down. They have been doing things a certain way for a very long time, so they do not see the need to change the way they conduct their business. The best way to help them create a habit of writing things down is to emphasize the importance of recordkeeping and give “homework” for them to do. The business owners should be kept accountable for their homework with follow-up visits.
3. General disorganization – If business owners do have a way to keep records, oftentimes the information is written in different places, important information is left out, receipts are strewn all over the place, documents are scattered and inventory is not kept in one place. This makes it extremely difficult to systemize all the necessary information. We can help business owners with this through a series of documents, including receipts, sales on credit, supply on credit, inventory management, cashbook and cashbook plus.
4. Education levels and literacy – Education levels and literacy pose a challenge because it makes it difficult for some business owners to grasp the system of accounting and everything that goes along with it. Many cannot read or write in French or even in their native tongue, which makes it difficult when trying to record certain details for sales and revenues. Sitting with business owners and working with them to figure out a system to keep track of their revenues and expenses eventually helps with creating a structure which they can use to track their inputs and outputs. See the appendix for more on how to work with illiterate populations.
5. Impatience for results – It takes time and patience to see the results of accounting, and a lot of business owners cannot, or rather do not, want to wait so long. After a short while of not being able to see real, tangible results, business owners tend to get discouraged and give up. It’s difficult to encourage business owners to continue their recordkeeping when they are not seeing the fruits of their labor. The only way to remedy this is to be patient and attentive. Continuously
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encouraging the business owner to keep records and track their cash flow can eventually lead to a change of habits and mentality.
THE DANGERS OF NOT HAVING AN ACCOUNTING SYSTEM The consequences of not having a clear and consistent accounting system are serious and they create real barriers to improving a business.
The first, and probably most obvious, consequence was previously mentioned: general disorganization. Without a good accounting system, it is difficult to have a clear, orderly way to keep the business’ information.
Secondly, a lack of accounting could hinder and potentially even harm the business’ ability to grow. Not having clear records make grants, credit and loans relatively inaccessible to businesses. In order to lend, a bank requires that the business has records of its activity to demonstrate that the business is profitable (thus lowering the bank’s risk of making the loan).
Next is weak internal control. The absence of recordkeeping makes it difficult to have financial oversight and knowledge of how money is allocated and expensed. Business owners cannot efficiently manage their funds nor have a system to control the flow of cash. Moreover, if the business owner has employees, he or she cannot control the inflow and outflow of goods and resources. It is impossible to keep track of inventory and, therefore, prevent theft.
Without recordkeeping, it’s hard for business owners to foresee and know how to meet customer needs. The lack of knowledge of customer preferences is common because business owners do not track the most commonly used products or services. Without this information, business owners cannot improve on the products or services they offer. For example, if people always come to a certain boutique to purchase tapalapa, but the boutique owner doesn’t keep track of sales, then he or she will not know how often the tapalapa runs out, and he or she may encounter chronic stock shortages. In the end, the boutique owner doesn’t have the necessary information to provide customers with the best service.
This example leads us to yet another potential danger: poor inventory management. Have you ever walked into a boutique that has no onions, but a whole wall of pickle jars? Templates of these materials can If the business owner doesn’t keep clear consistent records of be found in the CED the goods that are being bought and sold, then he or she Programming folder of the doesn’t know how much of a certain product to purchase and Google Drive at what intervals to purchase them. The business owner is not able to properly manage his or her products, have a constant flow of products and avoid stock shortage.
Lastly, since accounting is a system designed to provide decision makers with information, without it, business owners oftentimes make uninformed and therefore potentially poor decisions. Because they haven’t gathered the necessary information needed to make good, beneficial decisions, they make uninformed decisions that could end up harming the business.
MAIN ACCOUNTING DOCUMENTS I. Receipts – keep records of daily revenues II. Sales on credit – keep records of cash that has not yet been received III. Supply on credit – keep records of cash that has not yet been expensed
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IV. Inventory management – keep records of the materials at hand V. Cashbook – keep records of cash flow VI. Cashbook Plus – keep records of cash flow and organize costs VII. Annual review document – keeps records of monthly totals allowing for comparison
TEACHING ACCOUNTING TO ENTREPRENEURS: THE CASHBOOK RELAY This interactive activity can be a fun addition to trainings or meetings to engage business owners’ interests. The relay helps people visualize the process of recording revenues and expenses while adding an element of competitive fun.
This activity can be conducted following a presentation about the importance of recordkeeping and the benefits of maintaining a cashbook. This will help solidify some of the messages from the presentation. The PCV should split the class of entrepreneurs into two groups. Line up each team one behind the other beside (if available) two long tables. On the tables, place journal entries face down. Each entry will include a journal number, a date, a description, and a revenue or a cost amount. After each individual takes an entry, they must read it and decide if the entry is a cost or a revenue. Then each individual from each team will paste the entry on their respective cashbook board. The first team to paste all their entries correctly into their cashbook wins.
The cashbook relay is an effective way of showing how simple it is to maintain a cashbook. The documents used to conduct the relay can be found on the Google Drive. The only things you need to prepare are two simple cashbook templates. Afterward, just cut out the journal entries and you’ll be all set to go.
BUSINESS FORMALIZATION CED volunteers are encouraged to promote formalization for businesses because it encourages business growth. Formalized businesses can access more and cheaper capital, can pursue export markets, and their members can begin paying into the Senegalese social security system to help provide for their later years.
We encourage small and medium-sized businesses to respect the laws. Formal businesses pay appropriate fees and taxes to the state. Informal businesses are essentially operating illegally in Senegal if they are not respecting these norms. Volunteers should remind business owners that informal businesses are at constant risk from government agents: whether that is the contrôle economique, impôts domains, or service hygiène. When encountered, these agents will request the businessperson’s identification and proof of authorization to sell their products. If the business is informal and does not have this authorization, it will either face a penalty (such as seizure of products, closure of operations, etc.) or be forced to pay the agent some amount of money to delay the agent for a time so it may become formalized. Either way, the owner of a formalized business can rest easy knowing that he or she will not need to fear such an intervention.
The formalization process is not meant to hurt businesses, and it is important to remind informal business owners that formal businesses are able to take advantage of opportunities, such as public-market demand (government contracts), bank financing, and NGO support (obtain free or low-cost materials like solar dryers or threshing machines, free trainings, etc.). The Senegalese government has recently made many promises to support the growing formal small- and medium-size company sector, and is carrying through with the advent of government programs such as FONGIP and FONSIS. Borrowing costs for formal businesses are by and large much lower than for informal businesses that are forced to approach informal lenders.
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31 STEPS TO FORMALIZATION 1. Contact your local Chambre de Commerce branch – Chambre de Commerce branches are located in most regional capitals.
2. Determine the appropriate formalized form – The team at your nearest Chambre de Commerce should be able to assist you in determining which form will be best for you. There are a number of factors to consider, though the following table should assist you in considering which form might be most suitable. 32
Judicial Form Table
Entreprise Individuelle S.A.R.L. S.A. GIE Decision Criteria: Weak Capital at Outset x x Large Need for Capital at Outset x x Credibility with its Partners x x Accepted for Membership to the Centre de Gestion x x x x Unlimited Responsibility x x Few Financial Pressures x Access to the Investment Code x x x x Few Constraints on its Constitution x x Inspection by Auditors x[1] x Contribution to Losses: Low Impact on Private Property x x
Source: Manuel du Createur d'Entreprise (2013) Notes: [1] If capital exceeds 10.000.000 FCFA, or if the annual revenues exceeds 250.000.000 FCFA, or if the personnel exceeds 50 people.
TYPES OF FORMALIZED BUSINESSES
L’ENTREPRISE INDIVIDUELLE If the future of the company is uncertain, this is the easiest way to formalize. The business belongs to one individual, who is free to make decisions unilaterally, but also is responsible for corporate debts. It is important that this individual not be in any sort of legal trouble or have large debts, as this will impact the proper functioning of the formalized business. If the individual dies, the company dissolves.
31 Alassane Lo and Codou Samb, "La Creation de l'Entreprise," Manuel du Créateur D'Entreprise, Kaolack: Créa' Sénégal, 2013. 32The Chambre de Commerce offers many resources, including accounting and export support
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LE GROUPEMENT D’INTERET ECONOMIQUE (GIE) Very common formalized form, it is ideal for groups engaged in a specific activity such as food transformation or soap-making Created to advance economic interests of members Can be created with or without capital, and typically even without a current business activity Very flexible based on the articles of incorporation created by the members Members can be added or removed Company debt can be collected from the individual members Not very expensive Taxation method is by election (revenue or society)
LA SOCIÉTÉ COMMERCIALE Uncommon form, unless the group in question has a total value of assets in excess of 1,000,000 FCFA or is looking for substantial financing that would put their assets above this threshold Worth investigating anyway, as this structure is more highly regarded by outside investors and potential partner organizations (since they are typically better established) This structure exists separately from the individual(s) that created it The Société Commerciale has a pool of funds and materials, known as “assets,” with shares owned by contributing members.
Example for Illustration:
Assets Value Contributor Shares Tractor 8,000,000 Babacar Diouf 16 Cash 1,000,000 Moussa Thiam 2
Total Assets: 9,000,000 Shares (@500,000 each): 18
There are four major types of Société Commerciale: Société à Responsabilité Limitée (SARL, or SURL if only one member) Société Anonyme (SA, or SAU if only one member) Société en Nom Collectif (SNC) Société en Commandite Simple (SCS)
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We will only focus on the first two, because as volunteers you are extremely unlikely to encounter the other two during your service.
New Businesses (NINEA)
2010 2011 2012
Entreprises Individuelles 13, 068 13, 824 17, 909 Groupement d'Interet 1,870 1,865 1,667 Economique (GIE) Société Anonyme (SA) 300 186 203 Société à Resonsabilitié 1,683 1,822 1,955 Limitée (SARL) Other Forms 331 328 405 Total 17,252 18,025 22,139 Source: Manuel du Createur d'Entreprise (2013); Agence Nationale de la Statistique et de la Demographie (ANSD)
REGISTRATION 1. For an Entreprise Individuelle33 The Registre du Commerce is the main requirement for creation of an entreprise individuelle. The Registre du Commerce is a public declaration of your activities, and serves as the first step in becoming a formalized business.34 Once the Registre du Commerce is obtained, the entreprise individuelle is required to apply to the list of companies and associations by obtaining a NINEA (Numéro d’Identification Nationale des Entreprises et Associations). The NINEA number is a 10-letter code which should be on all correspondence, reports, and products. It is meant to facilitate all administrative activities and represents the identity of the business.35
Formalities for registration may be done at the Bureau d’Appui de la Création d’Entreprise (BCE) of APIX in Dakar (may be done in 48 hours), regional bureaus of APIX, at the Centre de Formalité des Entreprises of the nearest Chambre de Commerce, and at the regional registry of Registre du Commerce.
Documents required for the Registre du Commerce and NINEA at APIX: Two copies of valid national identity card Two copies of a foreign national identity card or the consular card for foreigners Stamped certificate of residence, delivered by the police or the mayor’s office Stamped copy of marriage certificate (if exists) One copy of criminal record issued no more than three months prior or one honor declaration available at BCE/APIX
33 Requirements and costs for registration vary depending on location. Specifications listed here are for the Bureau d’Appui de la Création d’Entreprise (BCE) of APIX. 34 If you later would like to change this statement, you must go to the Tribunal. 35 Senegalese Government, “Numéro national d’identification – Répertoire national des entreprises et associations : Décret n°95.364,” Droit-Afrique, accessed July 3, 2014, http://www.droit-afrique.com/images/textes/Senegal/Senegal%20- %20Numero%20national%20identification.pdf.
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Two revenue stamps of 2,000 FCFA (RC and NINEA) Completed Formulaire d’immatriculation unique (given by the BCE)
Costs: 20,000 FCFA, if you have a commercial name (example: “Dakar Couture”) 10,000 FCFA, if you use your own name without a commercial name (example: “Moussa Diop”)
COFI (Code d’Identification Fiscale): Once you have obtained the NINEA from BCE/APIX, you must request the COFI from your centre des services fiscaux, which is the one closest to the head office of the company. The centre des services fiscaux will deliver your COFI, a three-digit code that identifies one’s tax regime, financial or accounting service center, and the form (such as GIE): Copy of the NINEA from the BCE/APIX Copy of the Registre du Commerce Statutes and “PV” (société or GIE) Lease agreement for the head office of the company Copy of the identity card of the head of the company Stamp of 1,000 FCFA
2. For a GIE36 Formalities for registration may be done at the Bureau d’Appui de la Création d'Entreprise (BCE) of APIX in Dakar (may be done in 48 hours), regional bureaus of APIX, at the Centre de Formalité des Entreprises of the nearest Chambre de Commerce, or the regional registry of Registre de Commerce.
Documents required for the Registre du Commerce and NINEA at APIX: 3 double-sided copies of the statutes, rules of procedure, and minutes of the constituent assembly37 One copy of the valid national identity card for each member of the GIE One copy of a foreign national identity card or the consular card for all foreigners One copy of president’s criminal record issued no more than three months prior One copy of president’s foreign criminal record issued no more than three months prior, if foreign Eleven revenue stamps of 2,000 FCFA Completed Formulaire d’immatriculation unique (given by the BCE)
Costs: 65,000 FCFA for the following: o 35,000 FCFA for Registration o 30,000 FCFA for costs of the Registry
36 Requirements and costs for registration vary depending on location. Specifications listed here are for the Bureau d’Appui de la Création d’Entreprise (BCE) of APIX. 37Templates of statutes, rules of procedure, etc. can be downloaded from the site of BCE/APIX or obtained at its office. You must complete them. When picking up the paperwork, the signature of the President or designated person in the GIE’s constitution is obligatory for the Registre du Commerce.
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COFI: Once you have obtained the NINEA from BCE/APIX, you must request the COFI from your centre des services fiscaux, which is the one closest to the head office of the company. The centre des services fiscaux will deliver your COFI, a three-digit code that identifies one’s tax regime, financial service center, and the form (such as GIE): Copy of the NINEA from the BCE/APIX Copy of the Registre du Commerce Statutes and “PV” (société or GIE) Lease agreement for the head office of the company Copy of the identity card of the head of the company A letter of election for either I.S. or I.R. (“Impôt sur le Revenu” or “Impôt sur les Sociétés”) *GIE Only* Stamp of 1,000 FCFA
3. For a Société Commerciale Upon completion of the initial due diligence (choice of legal form, determination of amount of capital, etc.), registration requires the assistance of a notary to take care of the formalities.
Information to Provide the Notary: Corporate Name Address of Head Office Corporate Capital and Breakdown among Partners Names of partners and their information: profession, date and place of birth, nationality, and address Social objective of the company Name(s) of the managers if it’s a SARL/SURL, or the administrators, president of the administrative council, general director or general administrator in the case of an SA/SAU Name of the auditor, if there is one
Items to Provide the Notary: Copy of the identity card and passport of the partners Copy (copies) of criminal record(s) issued no more than three months prior or honor declaration(s) available at BCE/APIX, from each manager for the SARL/SURL or from the general director or general administrator in the case of SA/SAU If foreign, then copy (copies) of criminal record(s) from foreign company plus copy (copies) of criminal record(s) from Senegal
Costs: 350,000 – 450,000 FCFA, for SARL/SURL with capital of 1,000,000 FCFA 700,000 – 800,000 FCFA, for SA/SAU with capital of 10,000,000 FCFA
Steps taken by the notary: Establishment of the subscription form (designates ownership stakes) Transfer of funds and deposit into a closed account Evaluation of contributed non-cash assets (required for items valued in excess of 5,000,000 FCFA) Editing of statutes
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Holding a general assembly of partners Signature of statutes Submitting statutes at the fiscal service centers or at the BCE of APIX Establishment of a declaration of compliance Submitting materials at the Registre du Commerce Publication of an opinion in a legal announcements paper
Paperwork to be received from the notary: Company statutes Declaration of compliance Certificate of registration with the Registre du Commerce et du Crédit Mobilier NINEA if the registration folder with the Registre du Commerce et du Crédit Mobilier is submitted at the BCE/APIX38 Copy of the newspaper containing the legal announcement of the business’ registration, if publication is made in a newspaper
38If the registration is turned into the tribunal registry and if the notary doesn’t handle the NINEA, you will be required to get the NINEA from the appropriate “Centre des Services Fiscaux.”
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HELPFUL RESOURCES The Chambre de Commerce offers many resources for formalizing and formalized businesses, including proper accounting and export support.
Once the business is formalized, there are other types of formal paperwork which may be required, depending on the type of business activity in which the individual is engaged. If the individual is buying or selling products (not services), for example, he or she will require a carte de commerçant that will serve as their ID card to show to controllers. Your Chambre de Commerce agent will help you determine what additional actions may need to be taken. Please see the Google Drive for information regarding supplemental procedures and costs here: http://tinyurl.com/q6cezr3.
Comparison of Formal Business Structures
Entreprise Individuelle GIE S.A.R.L S.A. Minimum Membership 1 2 1 1 Minimum Capital None None 100.000 CFA [1] 10.000.000 CFA [2] Ownership Type Shares Shares Minimum Share Value 5.000 CFA 10.000 CFA Management Entrepreneur Per Articles of Gerant selected by Options: Incorporation members -Board of 3-12 Directors -Administrator (required if < 3 members, optional if 3 members) Member Liability Individual Shared Equally, unless Limited to the amount Limited to the amount otherwise per Articles of contributed contributed Incorporation Expert Fiduciary None Required if the GIE Required if: Required draws on public financing - Capital >10M CFA - Revenue >250M CFA - Members >50 Designation of Manager Non-Salaried Non-Salaried Salaried Salaried Registration Location Varies Varies Notary Notary Registration Costs Varies Varies 350.000 - 450.000 CFA 700.000 - 800.000 CFA
Source: Manuel du Createur d'Entreprise (2013) Notes: [1] As of 2014. [2] Can release only 1/4 of the contribution to begin, and the balance over the following 3 years.
BUSINESS ASSESSMENT Any good business consulting relationship is built on a solid foundation of trust and understanding. In order to build that trust you need to become familiar not only with the person running the business, but the business itself. By doing this, a CED volunteer is able to provide relevant and well-tailored assistance to a business owner and give him or her the skills and understanding needed in order to help grow the business. Helpfully, PC Senegal has adapted a Monitoring and Evaluation Tool from PC Global to provide CED volunteers with a business evaluation tool, which can be found in the back of this manual. The following section will go into detail about how best to conduct a business assessment.
There are two main reasons for conducting an assessment of a business’ capacity or, rather, the amount that something can produce. The first reason is simple: in order to help a business grow you need to first know the business. You need to know its inner workings; in other words, what it produces, how it produces it, and how the business is managed.
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The second reason is for monitoring and evaluation down the road: in order to assess a business’s growth down the line after participating in a training or skill-building exercise, you need to first know where you started. You can only judge if there’s been an increase in productivity if you knew what the productivity was to begin with.
Using the business evaluation tool as a template, there are five key points you want to focus on during your assessment: Current Production and Economic Performance Development of Production and Management Skills Social Gains Economic Climate of the Community Plans for the Future
CURRENT PRODUCTION AND ECONOMIC PERFORMANCE This section is one of the most straightforward, focusing mainly on: Sales Profit Assets and Working Capital Income Productivity Levels
It is also, however, one of the most problematic, as most of the information it is tracking would need to already be recorded by the business owner before you started working with the business. Meaning the business owner you are assessing already has a level of recordkeeping in place, or at the very least a very good idea of the sort of turnover his or her business is getting. That being said, this is also the simplest section, since it’s mostly just tracking raw numbers. There’s very little guesswork and qualitative assessment in this section, which makes it a little bit easier to assess.
DEVELOPMENT OF PRODUCTION AND MANAGEMENT SKILLS This is by far one of the most complicated and intricate sections, but also one of the most important—not only to the business itself but also to the CED program, as much of this assessment ties directly into the CED framework. This section tends to focus on a number of key points:
Business Planning Product Development Marketing The Keeping and Analysis of Records Customer Service Financial Management/Planning Cash Flow Personal/Business Money Separation
This is the main focal point of the business assessment, and should be the most heavily focused on, as this section will more likely than not help you find the key strengths and weaknesses of the business’ management structure, and what trainings or skill-building workshops might benefit them the most.
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SOCIAL GAINS This section is great for qualitative stories and for gaining a better understanding the owner’s personal finances, but a section that should be delved into only if there is a high level of comfort between the consultant and the consulted. The questions focus on these main points: Food Security Family Welfare Community Perception While it’s a helpful tool to get a better picture, it’s the least important of the five sections to focus on when conducting the assessment.
ECONOMIC CLIMATE OF THE COMMUNITY This section is sort of like the “opportunities” box on a SWOT analysis and covers the following main topics:
Sales Reach Jobs Business Linkages Value Chain Development
These different points allow you to see if there are any potential untapped resources in the surrounding community to exploit, and begin a conversation with your business owner about those opportunities and how he or she might be able to utilize them.
PLANS FOR THE FUTURE This section is actually three sections that cover these three main points:
Things to Continue Things to Stop Plans for the Coming Business Cycle/Year
These sections should only be filled out once a baseline has been completed, meaning that these sections should only be taken into account when following up a second time with a business that you’ve already worked with to try and make a plan for the future.
Business assessments are extremely important not only to better understand the businesses you work with, but also to monitor and evaluate your interventions with those same businesses. By assessing a business well, you’re providing a better service to your business owner at every step of the way, and better explaining your impact to those outside as well.
VALUE-CHAIN DEVELOPMENT A value chain is a series of links that bring a product from its raw form to the consumer. Each step in a product’s evolution represents an increase in value, so if there is gain, it’s part of a value chain.
While the image of a chain will inspire the notion of a single line, value chains are, in reality, part of an ecosystem with many different potential paths. A raw product can take off down many different branches of links. Be aware of these forks in the path so you can make decisions about sourcing inputs and finding markets in which to sell. Also keep in mind that, while structures that affect your product (such as
CED Technical Resource Manual 105 government taxes and NGOs) are important, they are secondary, as they do not directly add value to the product. While they need to be kept in mind, you should not present them as part of the value chain since they do not directly add value to the product.
Understanding a value chain and where you stand within it can help a business owner strategize the best approach for him or her. A value-chain approach is often used by development projects to try and help an entire economic market to flourish. A few examples include the USDA-funded Cashew Value Chain Enhancement Project that works with both cashew producers and cashew transformers to deliver high- quality raw nuts as well as high-quality transformed nuts and apples. USAID improved the rice value chain in Senegal with the Projet Croissance Economique’s Riz Nerica (New Africa) by developing better inputs and planting techniques as well as marketing efforts for locally grown rice in Senegal. Many projects in development work now apply a value-chain approach because no product exists within a vacuum and while you may not work with an entire chain like large development projects, it is important to understand a small business’ place within a value chain to more effectively carry out your work.
While the examples thus far have focused primarily on agribusiness value chains, each niche within the CED program supports the use of a value-chain approach.
Handicrafts Artisans and artisanal methods throughout Senegal have short but potentially rich value chains. There are many opportunities to access different customers as well as encourage new product development in order to further enrich each chain. This is accomplished by closely studying inputs as well as the markets your entrepreneur currently accesses.
Take for example Sakho, a batik maker in Kolda. He follows his family trade of designing and dying cloth. He makes both clothes and tapestries and while he does all the artistic work himself, he is just a part of the value chain that brings batik to customers. Ahead of him in the value chain, there are the raw materials and dye for the cloth. Then there is the man who makes the cloth, and the person who transports it to where Sakho can buy it. Once he has the cloth, he hires a tailor to sew the cloth before Sakho creates a design and dyes the cloth. He then hangs his competed piece in a shop near the hotels in downtown Kolda for sale. Each step the cloth takes on its journey to becoming the batik hanging outside a hotel in downtown Kolda is a link in the value chain. Knowing more about the world of batik and handicrafts can guide your approach to helping Sakho gain access to more customers or obtain better rates from his tailor. Accomplishing either of these feats will help to grow Sakho’s business and improve his economic well- being.
Ecotourism Ecotourism’s focus on local consumption and economies is very well suited to a value-chain approach. Traceability is inherent to understanding the value chain of your local entrepreneur’s business endeavor. Take the Hello Hostel in Toubacouta: when they upgrade their offerings to include an eco-tour of the mangroves, they are adding value to the natural mangroves as well as bringing in new income. Seeking information about where they would get a pirogue, who would lead the guided trips, etc. can help you help them create an experience that is as local as possible.
Solid-Waste Management Trash is a treasure trove of opportunity, as you can add value to something that is otherwise of almost no worth. There are many value-added products that can be made from trash. A prime example is compost. Organic waste acquires value when it is transformed into a product: the rich agricultural input, compost. Value was created where there was once none. Creating handicrafts or even art from trash is yet another possibility for incorporating trash into profit-rendering value chains.
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Agribusiness Agribusiness offers rich opportunities for volunteers wishing to strengthen or create value-chain linkages in the world of food. Agribusiness value chains are interesting to any PCV because the raw product often has many transformation opportunities and markets in Senegal. For example, take the case of mangoes. Mangoes are available throughout Senegal and many go rotten before being consumed. Adding value through transformation into juice, drying or even cutting into small pieces to be sold in packets are all possibilities within the mango value chain. There is also the opportunity for someone who is creating mango jam, for example, to experiment with all the possible inputs (types of mangoes) he or she is using to be sure they are sourcing the best quality for the product.
In summation, a value chain is an important mapping tool to conduct with your entrepreneur so that he or she can develop a stratagem to best work from his or her position in the value chain. This also helps your work become more thoughtful with regards to the market conditions within which your entrepreneur works. Down the road, value-chain development can create a more favorable market environment for your work.
PRODUCT CERTIFICATION AND EXPORTING Exportation of a product, whether to the U.S. or elsewhere, is one of the bigger goals of Peace Corps, but it can also be the most fraught with bureaucracy. Exporting a product requires a strong knowledge of the necessary procedures and administrative or legal requirements which pertain to each specific product, especially when it concerns the exportation of products for consumption. Before embarking on any exportation project, it is important to do your homework, because it can be a risky prospect. Once you’re confident it is the right step for you, it is essential to speak to someone who has experience obtaining all the required documentation.
REASONS TO EXPORT Access exterior demand Reach more suitable targets More consistent employment Provide a valuable product to new customers
WHEN SHOULD YOU CONSIDER EXPORTING? Identify products that you would like to export Determine the country of origin of the merchandise Check that the merchandise can be exported o Ensure that it is not on the list of products that are illegal or otherwise restricted in your or the target country (for example, shipping nuclear warheads, heroin, or reblochon cheese to the United States) o Hides and leathers - exportation requires approval of the “Ministre chargé de l’Elevage” o Salt - exportation requires a “certificat d’iodation” established by the “Ministère du Commerce” o Gold - exportation requires approval of the “Ministre chargé de l’Economie et des Finances” Run a feasibility study and a market study to determine the company’s level of readiness for exportation o Ensure production is consistent and stable (no concerns regarding sourcing of raw materials or producers)
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o Analyze production capacity Determine the product’s readiness for exportation o Ensure the product is of high quality (rare or no defects, labeling is accurate and competitive in target market, packaging is secure, subjectively a quality product) o Offer good price-to-value ratio (strong value proposition for consumer) o Target market is well-defined, and product will adapt well to the foreign market o Target market not already served effectively by a substitute product Establish a foreign sales point or sales partner
STEPS TO EXPORTATION 1. Obtain the paper work required for exporting: The Registre du Commerce is required. For details on this, please refer to the Business Formalization section of the manual. Obtain a carte d’import-export. Documents required for the “carte d’import-export” at the Chambre de Commerce of Dakar39: o Copy of “Registre du Commerce” o Copy of NINEA o One ID Photo o COSEC Receipt for 10,000 FCFA (paid to “Impôts et Domaines”)
Costs: o 10,000 FCFA paid to “Impôts et Domaines” o 3,500 FCFA for the “Dossier declaration” o 6,500 FCFA fees for CCIAD services o 10,000 FCFA for the license fees to Data Quartz40 o 10,000 FCFA for the stamp
2. Make contact with customers – While self-explanatory, this can present a substantial stumbling block on the road to exporting. It is unlikely to be cost-effective to ship an order for one or two boxes of tea, so it’s important for volunteers and exporters to carefully analyze the costs and benefits before making promises they can’t keep in terms of price and quantity.
3. Locate a transport partner and organize transportation – Once an order is received of sufficient size as to be profitable for the exporting party, it is necessary to arrange transportation. Potential partners in the shipping sector run the gamut from low-cost, no-frills delivery to fancy private jets delivering individual orders. The type of transportation required varies depending on the type of product you are looking to export, and so will your search for a partner. For instance, if it is necessary to keep it cold or delivery time is important, perhaps finding a transport partner which covers air freight or refrigerated transport will be necessary. A short list of Dakar freight forwarders and cargo agents can be found here: http://tinyurl.com/p4djyqz.
4. Deliver the merchandise and receive payment – A sale is not complete until the merchandise is delivered and the seller is paid: from this we get the old adage that to export is good, but to get paid is better. Before investing heavily in any production, it is important to secure the order and ensure payment will be made upon delivery. To this end, it is possible to secure payment through
39Chambre de Commerce d’Industrie et d’Agriculture de Dakar, “Pièces à Fournir pour l’Obtention de la Carte de Commerçant et Carte Import & Export,” Chambre de Commerce d’Industrie et d’Agriculture de Dakar, accessed July 30, 2014, http://www.cciad.sn/index.php/servicesauxentreprises/2013-12-03-11-37-55/formalites/item/download/21.html. 40 A company that assists in processing the request at the CCIAD.
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a lettre de crédit. This is different from a remise documentaire in the sense that it irrevocably implicates banks.
Steps for obtaining a lettre de crédit: 1. Your client requests a lettre de crédit from his or her bank. 2. Your client’s bank prepares an irrevocable lettre de crédit complete with details concerning the delivery method of the merchandise. 3. Your client’s bank sends the lettre de crédit to your bank to obtain confirmation 4. Your bank prepares a lettre de confirmation and sends it to you along with a lettre de credit. 5. You must carefully verify the lettre de crédit, paying special attention that it agrees with all the specifications of the contract with your client. If there are discrepancies, and you don’t abide by the lettre de crédit because you were unaware of the discrepancies, the lettre de crédit can be declared void and you risk not getting paid. 6. Organize the delivery of the merchandise with your forwarding agent. After loading the merchandise, the agent will give you the corresponding delivery documents that you will use to prove that you met the conditions of the contract. 7. Bring these documents to your bank that will send them to your client’s bank for examination. Your client’s bank will send them to your client who thereby obtains the documents that will allow him or her to claim the merchandise. 8. Your client’s bank pays your bank, which then pays you.
HELPFUL RESOURCES ASEPEX – Agence Sénégalaise de Promotion des Exportations (ASEPEX) Sicap Amitie 3, numero 4426 BP 14709 Dakar Peytavin, Senegal Tel: 33 869 2021 Email: [email protected] Web: http://www.asepex.sn/ Services: economic information, facilitate process (admin, tariffs, etc.), technical assistance, financial aid (FOPROMEX), formation, promotion, communication, and information.
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X. CROSS-SECTOR COLLABORATION
We can learn a lot from the work we do, and also from the people working alongside us. Collaborating with a volunteer or volunteers from other PC Senegal sectors (Health, Agriculture and Agroforestry) can help you expand your knowledge and extend the scope of your reach, improving your impact as a PCV— and with the right collaborators, it can also be fun.
There are many benefits to cross-sector collaboration. Collaborating across sectors:
Brings different skills and different types of expertise to a project. When volunteers from two or three PC Senegal sectors work together, their knowledge and ideas can encompass seed selection, malaria, financial literacy, pest control, nutrition, marketing… and the list goes on. Volunteers also contribute a variety of individual skills, including diversity of languages. Collaboration brings a “brain trust” to every Peace Corps Senegal Volunteers project. are divided into different “work zones” to help facilitate cross- Allows for division of labor and pooling of sector collaboration. For more resources. Larger projects are feasible when information on work zones, how volunteers are sharing the workload and each is they are organized and what they contributing supplies and materials, time and do, please visit the Work Zone effort. Folder in the programming section of the Google Drive. Makes longer-term projects feasible. By making it possible to plan for succession, collaboration can extend the life of any project beyond the two-year service commitment of an individual volunteer. Bringing newer volunteers into a project also helps to pass on experience and information that add to Peace Corps’ institutional memory.
Contributes legitimacy in the eyes of the community. Bringing in “specialists” from other sectors shows your community that others share their commitment to the project, as well as adding a measure of professionalism to a project.
Some examples of cross-sector collaboration involving CED and Agriculture: CED volunteers working in the ecotourism niche can partner with Agriculture volunteers to help create new markets for local farmers and gardeners by putting local produce on hotel menus or by arranging to supply locally produced foods on demand and in gift shops. CED volunteers working in the agribusiness niche can partner with Agriculture volunteers to hold food transformation trainings and organize food transformation projects and businesses. CED volunteers working in the agribusiness niche can also partner with Agriculture volunteers to teach farmers and gardeners how to keep records to help identify best practices, and improve yields, productivity and profitability. CED volunteers working in the agribusiness and waste management niches can partner with Agriculture volunteers to start composting businesses, or to use compost created as a by-product of trash collection to fertilize community gardens.
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Some examples of cross-sector collaboration involving CED and Health: CED volunteers working in the waste management niche can partner with Health volunteers to sensitize people to the dangers of burning trash and the benefits of starting or supporting trash collection in their villages. CED volunteers working in the agribusiness niche can partner with Health volunteers to promote the health and nutritional benefits of locally produced products—for example, ceramine and soaps and oils—as a marketing impetus for the women’s groups that make them. CED volunteers working in the ecotourism niche can partner with Health volunteers to promote Senegalese culture through lunch programs for tourists while sensitizing the participating families about proper sanitization and food preparation.
Agriculture and Health volunteers frequently work together, as well, to develop community gardens, hold trainings on nutrition and diet, and sensitize farmers to the dangers of pesticides and other chemicals.
Some examples of projects involving all three sectors—CED and Agriculture and Health—are moringa tourneys, community waste management projects and community food banks or grain-storage systems. There are also a number of team-based activities and secondary projects at the regional level that involve all three sectors such as regional girls’ leadership camps, malaria-prevention education campaigns and bed net distributions, environmental voluntary service days to replant mangrove forests, and regional fairs like the annual Kolda agricultural fair and the Nioro health fair.
Collaboration in Action How might a three-sector collaboration project—such as a moringa tourney—be organized? Each volunteer would work in his or her area of specialization. For a moringa tourney, that would be for Agriculture volunteers to teach people how to grow, harvest and process moringa, for Health volunteers to teach people about its nutrition and health benefits and how to cook it for their own use, and for CED volunteers to teach producers how to market and sell it.
Moringa Tourney
Agriculture Health CED Volunteers Volunteers Volunteers
teach people how to teach people about the grow and harvest health and nutritional teach moringa producers moringa benefits of moringa how to market and sell products moringa products
teach people how to teach people how to use process moringa moringa in cooking and help set up the other ways to add it to producing organization the diet and implement accounting and recordkeeping systems
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Among the specialized skills they might contribute to the project, CED volunteers could train producers on the 4 P’s of marketing, help strengthen established market linkages and create new links in the value chain, organize the production and sales structure of the producing organization, and teach accounting and recordkeeping.
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XI. EXTRAS
Technical skills are important to being a CED PCV, but there are a number of other important nuances that must be taken into account to truly be effective in your work. These additional competencies include: following proper Senegalese business etiquette, using correct technical vocabulary and even organizing and hosting certificate ceremonies at the end of trainings. In the following chapter you will find a little information on each of these topics as they pertain to CED volunteers.
PROFESSIONAL BUSINESS ETIQUETTE IN SENEGAL Showing you respect your work partners, past, present and future, with proper courtesies can only benefit your projects. The importance of proper communication is evident through cross-cultural training, but it is equally important to know how to properly show respect in every different aspect of that communication. This applies not only when greeting the village chief, but also when sending texts or emails to the more formal offices and officials a CED PCV may interact with over the course of his or her service.
While the following points offer guidance on verbal and non-verbal communication, keep the following two attitudes in mind: Respect and Patience. With those in place, you can tackle the following set of in- person, phone and email interactions with finesse and politesse. These points may not apply so much to your day-to-day interactions with the lady that sells you bean sandwiches, but more in your work with a supervisor, counterpart, Chambre de Commerce, Mayors’ offices, local heads of NGOs, Education Inspectors, etc.
IN PERSON
ATTIRE As Mark Twain was rumored to say, “Clothes make the man. Naked people have little to no influence on society.” The first thing someone notices about you is what you are wearing, so dressing properly is the first step in your efforts to show respect. Modest and professional attire lends your words more weight. While not all sites will have the same requirements or standard for dress, generally the rule is to cover your knees and shoulders and do not wear something you would wear to go work in the fields. Even if you say all the right things, if you are implying you do not respect someone or their work by wearing your afternoon-nap outfit, the perfect presentation is all for naught.
GREETING Before you get to the point of your visit, greet. As you walk in, shake hands, ask how the day is or just say a simple hello with a smile. Even if it is an NGO office that in no way resembles your family compound, it is important that everyone gets a chance to say hi. If someone is taking a long time to wrap up greeting you, be patient. Once your visit or work has been completed at this particular structure or office, make the rounds once more to tell everyone you are leaving and hope to see them soon. Saying goodbye is just as important as saying hello, so in order to avoid any talk of slighted feelings the next time you stop by, say au revoir.
MEETING Once you have settled in for the work at hand during a meeting, take the time to thank those present; especially call out any superstars who helped put it together or bigwigs in charge of the organizations present. Once everyone has been sufficiently thanked, reintroduce yourself and then pass along the
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‘parole’ so everyone has an opportunity to present himself or herself as well. Then go over the points of your agenda, ask if anyone has any additions to the meeting plan and then get down to business. If presenting, make sure you include individuals in the conversation, asking often if anyone has similar experiences or questions. Make the meeting as much of a discussion as possible. Do not be afraid to keep people in line, though. If the debate gets especially loud, feel free to loudly ask “on s’ecoute” to encourage people to listen to one another and don’t be shy about calling out “side talk.” Your encouraging the respect of others is also a form of respect.
Be on time, but bring a book. Meetings are not always the most punctual so have something to keep you occupied while you wait. It’s better to be early and catch up on some literary classics than to be the one who is late. Once the meeting has started, there will most likely be a portion of time at the opening when everyone presents himself or herself. When it is your turn, be sure to include your local name, your Peace Corps sector and make a quick thanks to the person who organized it for inviting you. Also, do so in whichever language you feel strongest in, be it French or your local language. When wishing to speak, raise your hand. This will allow the person coordinating the meeting to call on you in an orderly manner. Avoid side talk and if you do not understand something, do not hesitate to ask for a translation. Trainings and meetings are often run in multiple languages, so if something slips by you, it is okay to ask for someone to repeat. When responding to something someone has said, keep it positive. For example, in discussions of money or contributions, use the usual “we can look into that” or “great suggestion.” Do not make promises you cannot keep. Once the meeting is over, make sure to thank people and shake hands and greet on your way out.
SCHEDULING Usually a simple call or dropping by to ask when someone is free will suffice for NGOs or local associations and schools. However, large organizations that cover entire regions require a bit more respect for bureaucratic norms. For example, the governor’s office requires an official letter requesting a meeting; the secretary will then call to organize a time for you to stop by. Be sure to address the letter to the highest office holder, such as the governor himself. He or she will decide which office is to handle your request for a meeting. Do not send the letter directly to one of his or her adjoints as this can be seen as disrespectful of his or her office’s ability to manage their requests.
PHONE Just because you eat up phone credit when talking on the phone does not mean you should not take the time to at least ask how someone is doing before starting to talk shop. That goes for texting too. Take the time to at least start off with a Bonjour and wish them a good day! Also, be aware that while many people may use shorthand French (k instead of que for example), try and spell out words as completely as possible to not confuse your supervisor or counterpart who may not be familiar with all the SMS shorthand. T9 typing with a French dictionary can be a great help for this.
WRITTEN While most of your relationships will be conducted in person and on the phone, it is still important to properly manage your working relationships in the written word. While emails are becoming more and more common for individuals working in Senegal to pass along documents, formal letters to request meetings are important when working in the bureaucratic structure of Senegalese government.
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LETTERS Formal letters follow much the same procedure as American formal writing, albeit with a few key differences. The first thing you will notice is the addition of a subject line titled “Objet:” This is the subject line, usually in bold, at the top of the letter before or after your salutation. It can be centered or aligned to the left, but in any case needs to be obvious.
When signing off on a letter, keep it more towards the formal, such as the following:
Veuillez agréer, Monsieur/ Madame, l’assurance de mes sentiments les plus distingues Je vous prie d’agréer mes sentiments les meilleurs
If you are waiting for a response or have made a request, listed from formal and very polite to informal and polite:
Looking forward to your support and Monsieur, en attendant une suite favorable à notre respectfully yours requête, veuillez agréer notre très haute considération. I would be most grateful if you would Je vous serai très reconnaissant si vous pouviez look into this matter as soon as possible. étudier cette question aussi rapidement que possible.
Should you need any further information, Nous restons à votre disposition pour toute please do not hesitate to contact me. information complémentaire
If you require any further information, feel N'hésitez pas à me contacter en cas de questions free to contact me.
I look forward to the possibility of Je me réjouis de la possibilité d'une future working together. collaboration.
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EMAIL When writing an email think of it as somewhere between a formal written letter and an informal email, leaning toward the formal. Here are example email introductions and closings that work well:
Formal openings and closing are necessary when addressing people you have not had long contact with or do not know. It is also necessary for heads, directors, mayors, governors, coordinators, etc. of projects who are in charge of institutions. If you are not sure, tend toward the formal in written correspondence.
Formal Openings Monsieur / Madame / Madame, Monsieur M. le Président/Directeur [Titre de la personne adressée] Aux Principaux Concernés
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Formal Closings Veuillez agréer, Monsieur / Madame, l’assurance de mes sentiments les plus distingues Je vous prie d’agréer mes sentiments les meilleurs
Semi-formal salutations are useful if you have developed a relationship with someone who is in charge of a project or in a position of influence in the community or structure with which you are working. This could also be used in preliminary correspondence with those who could be considered at a colleague level with you, such as government staff, NGO staff who are not coordinators or managers.
Semi-Formal Openings Bonjour à tous Chers Collègues Bonjour Monsieur / Madame
Semi-Formal Closings Dans l’attente de votre réponse Cordialement
Informal greetings are best applied when you have a close, friendly relationship with someone, such as the secretary of an NGO who you contact on a regular basis, your counterpart or your LCF.
Informal Openings Cher Monsieur / Chère Madame
Informal Closings Très amicalement Meilleurs amitiés Cdmt
In the end, it is most important to be respectful in all your interactions, verbal or not. People will appreciate your efforts to be courteous and lend a much more open ear to your contributions, be it via email, phone or during a meeting. Throughout your two years, you will need to work out how close and familiar to be with certain people in professional situations. While joking cousins and teasing are widespread, respect needs to be at the heart of all your conduct.
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BUSINESS VOCABULARY TRANSLATIONS
English French account compte account book cahier de comptes accounting comptabilité accounts payable dette à payer accounts receivable créance à recevoir activity activité advertise faire de la publicité allot répartir amortization amortissement annual balance bilan annuel annual sales chiffre d'affaires annuel apprentice apprenti assets actif attract customers attirer les clients balance sheet bilan bank account compte bancaire bank fees frais bancaires bankruptcy faillite bill une facture bonus prime brand une marque breakeven point seuil de rentabilité budget un budget buying habit habitude d'achat buying retail acheter au détail buying wholesale acheter en gros calculate your balance faire le bilan capital capital cash assets actif liquide cash flows flux de trésorerie cashbook journal de caisse ceremonies cérémonies chart of accounts plan comptable chicken poulet choices choix compare suppliers comparer les fournisseurs competitive prices prix compétitif competitor concurrent
CED Technical Resource Manual 118 corporate image image d'entreprise cost management maîtrise des coûts costs coûts cow vache create a need créer un besoin creating a market créer un marché customer fidelity fidélité des clients customer service service client customer turnover rotation des clients customer client cut expenses réduire les coûts daily expenses dépenses journalières debt dette decision décision default cessation de paiement demand demande deposit (bank) dépôt deposit (sales) acompte differentiating yourself se différencier direct costs coût direct distribution distribution distribution distribution diversify diversifier double entry double entrée employee employé expense charges expenses charges expenses dépenses fire renvoyer fixed asset immobilisation fixed costs coûts fixes fixed costs coût fixe fixed income revenu fixe food nourriture gifts cadeau give a raise donner une augmentation growth croissance hire embaucher holidays fêtes home repairs rénovations house appliances équipements ménagers
CED Technical Resource Manual 119 identity identité income revenu income revenu indirect costs coût indirect interest intérêts inventory inventaire invest investir investment investissement journal journal know your customer connaître son client liabilities dette liabilities passif loan prêt machinery machines main activity activité principale make an entry enregistrer marginal cost coût marginal marginal revenue revenu marginal market marché market niche niche de marché market penetration pénétrer le marché market potential potentiel de vente market segment segment de marché market share part de marché market size taille du marché market survey étude de marché medical expenses frais de santé monthly balance bilan mensuel monthly expenses dépenses mensuelles monthly sales chiffre d'affaires mensuel motivation motivation needs les besoins new product nouveau produit packaging emballage partner associé payment time délai de paiement place place planning planifier point of sale point de vente predicting sales prévoir les ventes price prix
CED Technical Resource Manual 120 pricing fixer les prix product produit product development innovation product testing tester un produit profit bénéfices profit margin marge bénéficiaire profitable rentable promotion promotion promotion promotion rationalizing rationaliser raw materials matières premières reimbursement remboursement repossessing saisie des biens represent the business représenter l'entreprise responsibilities responsabilités retail store magasin de détail return on investment retour sur investissement risk risque salary salaire sales ventes sample échantillon saving épargner savings plan plan d'épargne school fees frais d'inscription secondary activity activité secondaire sheep mouton storage stockage substitute product produit de substitution supplies fournitures supply offre to supply fournir suppliers fournisseur to pay payer task distribution distribution des tâches tasks tâches to spend dépenser to spread an expense répartir un coût transformation transformation transportation transport unexpected expenses coût imprévu useless expense coût inutile
CED Technical Resource Manual 121 variable costs coûts variables weekly expenses dépenses hebdomadaires wholesale store magasin de gros withdrawal (bank) retrait working capital fonds de roulement yearly expenses dépenses annuelles
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French English acheter au détail buying retail acheter en gros buying wholesale acompte deposit (sales) actif assets actif liquide cash assets activité activity activité principale main activity activité secondaire secondary activity amortissement amortization apprenti apprentice associé partner attirer les clients attract customers bénéfices profit bilan balance sheet bilan annuel annual balance bilan mensuel monthly balance budget budget cadeau gifts cahier de comptes account book capital capital cérémonies ceremonies cessation de paiement default charges expense charges expenses chiffre d'affaires annuel annual sales chiffre d'affaires mensuel monthly sales choix choices client customer comparer les fournisseurs compare suppliers comptabilité accounting compte account compte bancaire bank account concurrent competitor connaître son client know your customer coût costs coût direct direct costs coût fixe fixed costs coût imprévu unexpected expenses
CED Technical Resource Manual 123 coût indirect indirect costs coût inutile useless expense coût marginal marginal cost coût variable variable costs coûts fixes fixed costs coûts variables variable costs créance à recevoir accounts receivable créer un besoin create a need créer un marché creating a market croissance growth décision decision délai de paiement payment time demande demand dépenser to spend dépenses expenses dépenses annuelles yearly expenses dépenses hebdomadaires weekly expenses dépenses journalières daily expenses dépenses mensuelles monthly expenses dépôt deposit (bank) dette debt dette liabilities dette à payer accounts payable distribution distribution distribution distribution distribution des tâches task distribution diversifier diversify donner une augmentation give a raise double entrée double entry échantillon sample emballage packaging embaucher hire employé employee enregistrer make an entry épargner saving équipements ménagers house appliances étude de marché market survey faillite bankruptcy faire de la publicité advertize
CED Technical Resource Manual 124 faire le bilan calculate your balance fêtes holidays fidélité des clients customer fidelity fixer les prix pricing flux de trésorerie cash flows fonds de roulement working capital fournir to supply fournisseur suppliers fournitures supplies frais bancaires bank fees frais de santé medical expenses frais d'inscription school fees habitude d'achat buying habit identité identity image d'entreprise corporate image immobilisation fixed asset innovation product development intérêts interest inventaire inventory investir invest investissement investment journal journal journal de caisse cashbook les besoins needs machines machinery magasin de détail retail store magasin de gros wholesale store maîtrise des coûts cost management marché market marge bénéficiaire profit margin marque brand matières premières raw materials motivation motivation mouton sheep niche de marché market niche nourriture food nouveau produit new product offre supply part de marché market share
CED Technical Resource Manual 125 passif liabilities payer to pay pénétrer le marché market penetration place place plan comptable chart of accounts plan d'épargne savings plan planifier planning point de vente point of sale potentiel de vente market potential poulet chicken prêt loan prévoir les ventes predicting sales prime bonus prix price prix compétitif competitive prices produit product produit de substitution substitute product promotion promotion rationaliser rationalizing réduire les coûts cut expenses remboursement reimbursement rénovations home repairs rentable profitable renvoyer fire répartir allot répartir un coût to spread an expense représenter l'entreprise represent the business responsabilités responsibilities retour sur investissement return on investment retrait withdrawal (bank) revenu income revenu fixe fixed income revenu marginal marginal revenue risque risk rotation des clients customer turnover saisie des biens repossessing salaire salary se différencier differentiating yourself segment de marché market segment
CED Technical Resource Manual 126 service client customer service seuil de rentabilité breakeven point stockage storage tâches tasks taille du marché market size tester un produit product testing transformation transformation transport transportation une facture bill vache cow ventes sales
CED-RELATED CEREMONIES Ending your trainings and camps with official closing ceremonies lends credibility to both you and your work. In addition to informing a wider pool of stakeholders about your accomplishments, they give an air of formality and professionalism. Equally important, a well-executed ceremony will show a high level of cultural understanding. Ceremonies also show the trainees that they are not only accountable to you, but that your work and theirs are key components to the continuing community and economic development of their locality.
PROCEDURES & PROTOCOL This section details the basics you When arranging a ceremony make sure to print the should know for properly certificates/diplomas first. Next, identify a venue, date and planning, organizing and time (make sure to include an end time) with the person in executing a cérémonie de clôture. charge. Generally, events starting at or after 6pm are better You can also find the examples of attended. Make sure the event is planned at least a week in official invitations and certificates advance. This will give you time to make sure all of the on the Google Drive logistics in question are accounted for. Once everything is scheduled and arranged, make sure all the participants are informed of the ceremony. A day or two before the scheduled time, call or visit the diploma recipients and invitees to make sure everyone remembers the time and place. The day of the event, make sure you show up on time, even if you know other people are going to be late. Be sure to wear nice, clean, semi-formal clothes.
What follows is a list of logistical points that you need to make sure to consider during the planning stages of the ceremony.
INVITATIONS Invitations are one of the most important parts of a ceremony. Invitations are a way to communicate your ongoing work and progress to key stakeholders in the community. Talk to your counterpart and work partners to determine the magnitude of the event and what accoutrements are necessary (venue, drinks, speakers, snacks, etc) and within your budget. Invitations need to be in French, dated, printed, and in envelopes with the recipient’s name on them. If the invitee doesn’t speak French you can forego the
CED Technical Resource Manual 127 written invitation, but should make a point to speak with them personally about it to make sure they understand.
SPEAKING The order of speaking varies depending on who shows up and what kind of event it is. If there is a religious leader there, they will always have the first and last words. In general, the speaking order tends to follow the level of importance of the guests invited, the most important speaking first and the least important speaking last. You will generally speak first and act as the master of ceremonies in order to introduce the ceremony and invite people to speak. The next person to speak is usually the president of the group trained, or the teacher or person who organized the event. Finally, the director of the school or the most important official in the room speaks, continuing down the level of importance from there. Make sure that every official attendee is at least offered the chance to speak, as they may get offended if they are not invited to speak during the ceremony. If the ceremony is being held for a women’s group or other kind of group, the president of the group will then talk about their group and the training they received and how it helped them. And then finally you will have the floor to hand out certificates and thank all of the participants. Depending on the size of the ceremony, the order may get confusing. If you are confused about the best order to invite people to speak, ask your counterpart or work partner for advice.
DRINKS Drinks aren’t necessary for all ceremonies but if you have a reasonable expectation that the mayor or some of the higher administrators are going to show up, then getting a few bottles of soda is a good idea. If the ceremony takes place at someone’s house then you should think about providing at the very least ice water but more likely a powder-mixed drink, milk, kosam or soda.
While ceremonies can take many forms here in Senegal, these tips on procedures and protocol are important to remember for all ceremonies. Use your community counterpart to work out the details of the actual event. Don’t forget to prepare your remarks and the general layout of the event in advance to avoid any last minute errors or faux pas.
PUBLIC SPEAKING IN SENEGAL: SOME TIPS Public speaking is a difficult skill to master, even in your own country when speaking in your native tongue after practicing extensively. That said, there are some tried-and-true methods of getting ready for that big day and preparing yourself for facing the crowd. If you can, try to attend a ceremony or meeting before you host your first ceremony in order to see how people open their speeches and run the room. Regardless, here are some things you should make sure you cover when speaking:
Your name; Your specific work sector; What Peace Corps does in Senegal (1-2 sentences); What you are doing in your village; How this program fits into development and why it is important to your town; Thank the important people for showing up; Thank the participants.
Speaking in public in another language can be quite unnerving, so do your best to keep your cool and remember the tenets of good public speaking. Three elements to good public speaking you should always keep in mind are: engage your audience, use your body language correctly, and cope with your nerves.
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1. Engage your audience: Use all the space if necessary. Speak directly to your audience. Use relevant language and analogies.
2. Use your body language correctly: Stand up straight. Breathe deeply. Use eye contact. Smile. Gesticulate a bit, but not too much.
3. Cope with nerves: Think positively: people will appreciate that you’re trying. Use affirmations and visualizations. Think of talking to one person in the crowd, make eye contact with that person then switch to another person to avoid the blank vacant stare. Slow down and pause every so often. Don’t forget to breathe!
FURTHER RESOURCES: THE PC SENEGAL GOOGLE DRIVE Although this manual strives to cover all CED primary activities a CED volunteer may encounter in Senegal, there is only so much detail that this manual can cover, leaving the more specific and detailed information to the experts in those areas. If you’re looking for more information on any of the topics included in this manual, please visit the CED sub-folder inside the programming folder of the PC Senegal Shared Google Drive which can be accessed using the following link: https://drive.google.com/folderview?id=0B-VCEF_d6lCkckllT0pMdGpMc0E&usp=drive_web.
The information in this section of the Google Drive is organized in the same way as the manual, so please use the table of contents as a guide if you’re looking to find a specific piece of information. Good luck and happy researching!
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XII. APPENDIX
The appendix of the CED Technical Resource Manual contains the following items:
1. Agricultural Recordkeeping Logs 2. Agricultural Recordkeeping Log Translation Tables for: Wolof, Pulaar (Futa Jallon) and Malinke 3. The PC Senegal Business Assessment Tool 4. Recordkeeping for Illiterate Populations
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AGRICULTURAL RECORDKEEPING LOGS
Form 1 Farm Costs Log A record of the materials you purchase for each production bed or field Farmer Name: Season: Year: Field/Bed:
Seeds/Transplants (Record on Form 2 as well) Purchase Date Crop Variety Amount Purchased Cost per Unit Total Cost
Total Cost of Seeds/Transplants: Fertilizers/Pest Control Material and Purchase Date Source Amount Cost per Unit Total Cost Brand
Total Cost of Fertilizers/Pest Control: Hired Labor Activities Rate Per Hour Percent of Harvest Hours or Days Name Total Amount Paid Performed or Day (Estimated Market Value) Worked
Total Cost of Hired Labor: Water: Electric/Gas Pump Date or Type of Pump: Electric: Price per Electric: Gas: Price Gas: Liters Months of Total Cost Gas or Electric Kwh Kwh Used per Liter Purchased Bill
Total Cost of Water Pump: Water: City Water Months of Bill Price per Cubic Meter Cubic Meters Purchased Total Cost
Total Cost of City Water:
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Form 1 Farm Costs Log A record of the materials you purchase for each production bed or field Farmer Name: Season: Year: Field/Bed:
Input Materials Transportation Number of Material Type of Price per Date Origin Destination Persons Transport Total Cost Transport Person Travelling Fees
Total Cost of Input Materials Transportation: Post-Harvest Transportation Number of Material Type of Price per Date Origin Destination Persons Transport Total Cost Transport Person Travelling Fees
Total Cost of Post-Harvest Transportation: Tool/Material Repair and Replacement Date of Repair Tool or Material Years Owned Repair Cost Replacement Cost Total Cost
Total Cost of Tool/Material Repair and Replacement: Storage or Tool/Machine Rental Storage or Tool or Machine Rental Rate per Day Days or Months Rented Total Cost Rented or Month
Total Cost of Storage and Tool/Machine Rental: Loan Interest Start Interest Repayment Total Cost of Loaner Amt. Borrowed Date of Months until Repayment Rate Amount Interest Payments Loan
Total Cost of Loan Interest: Other Costs:
Total of Other Costs: Total Farm Costs for the Year:
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Formulaire 1 Journal des Dépenses Un récit des matériaux vous avez acheté pour chaque planche ou champ Nom d’Agriculteur: Saison: Année: Champ/Planche:
Graines/Transplants (Recordez sur Formulaire 2 Aussi) Date d’Achat Récolte Variété Quantité Achetée Prix Unitaire Coût Total
Coût Total des Graines/Transplants: Engrais/Gestion des Maladies Matériau et Nom Date d’Achat Source Quantité/ Somme Prix Unitaire Coût Total de Marque
Coût Total d’Engrais/de Contrôle des Insectes Nuisible: Main d’Œuvre Pourcentage de Récolte Nombre de Activités Taux Horaire Name/ Nom (Valeur Estimée du Jours/d’Heures Somme Payée Exécutées /Journalier Marché) Travaillé
Coût Total de Travailleurs Utilisé: Eau: Pompe Electrique/à Gaz Electrique: Type de Pompe: Date de la Electrique: Gaz: Cout Gaz: Quantité Prix par Coût Total Electrique ou à Gaz Facture Kw Utilisé par Litre Achetée KwHeure
Coût Total de la Pompe à Eau: Eau: Robinet Mois de la Facture Prix par Mètre Cube Quantité/Nombre de Mètre Cube Acheté Coût Total
Coût Total du Robinet:
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Formulaire 1 Journal des Dépenses Un récit des matériaux vous avez acheté pour chaque planche ou champ Nom d’Agriculteur: Saison: Année: Champ/Planche:
Transport des Matériaux Prix de Nombre de Prix du Type de Transport Date Origine Destination Personnes qui Ticket par Coût Total Transport des y Voyagent Personne Matériaux
Coût Total du Transport des Matériaux: Transport des Récoltes Prix de Nombre de Prix du Type de Transport Date Origine Destination Personnes qui y Ticket par Coût Total Transport des Voyagent Personne Matériaux
Coût Total du Transport des Récoltes: Réparation et Remplacement des Outils et du Matériel Date de Outil ou Année Coût de Coût de Réparation Coût Total Réparation Matériel d’Appropriation Remplacement
Coût Total de Réparation et de Remplacement: Le Stockage ou la Location des Outils et des Machines Le Stockage ou Outils et Machine Le Taux Journalier ou Mensuel Nombre de Jours/Mois de Coût Total Loués de la Location Location
Coût Total du Stockage ou de la Location des Outils et des Machines: Intérêt sur Emprunts Date de Date de Somme à Coût Total de Prêteur Somme Empruntée Taux d’Intérêt Démarrage l’Échéance Rembourser Paiements d’Intérêt du Prêt
Coût Total d’Intérêt sur Emprunts: Autres Coûts:
Coût Total d’Autres Coûts: Dépense Totale pour l'Année:
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Form 2 Farm Seed and Planting Stock Record A record of seed and plants you purchased for use Farmer/Farm Name: Year:
Estimated Storage Garden Seed and Planting Stock Information Price Amount Seeding Amount Time for Paid Used Density Remaining Remaining Seed Crop Variety Supplier
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Formulaire 2 Registre de Stockage des Semis et Plants Un récit des semis et plants vous avez acheté Nom d’Agriculteur: Année:
Information sur le Stockage des Temps de Prix de Quantité Densités des Quantité Semis et Plants du Jardin Stockage Estimatif Revient Utilisée Semis Restante Récolte Variété Fournisseur des Semis
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Form 3 Inputs and Activities Log A record of the materials, practices and equipment you use for each farm bed/field. Record cost inputs on Form 1 Farmer/Farm Name: Bed/Field: Sq.Meters/Hectares: Season: Year: Crop(s):
Land Preparation Date Activity Materials Used Time Spent
Total Time Spent on Land Preparation: Seeding/Transplants Date Crop/Variety Planted/Transplanted Seeding Rate/Transplant Spacing Time Spent
Total Time Spent on Seeding/Transplants: Fertilizers/Pest Control Material Applied/Brand Date Rate/Amount Notes Time Spent or Source
Total Time Spent on Fertilizers/Pest Control: Thinning Date Method of Thinning Time Spent
Total Time Spent on Thinning:
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Form 3 Inputs and Activities Log A record of the materials, practices and equipment you use for each farm bed/field. Record cost inputs on Form 1 Farmer/Farm Name: Bed/Field: Sq.Meters/Hectares: Season: Year: Crop(s):
Weeding Date Weeding Method Projected Date of Next Weeding Time Spent
Total Time Spent Weeding: Watering Date Watering Method Amount Used/Cubic Meters Time Spent
Total Time Spent Watering: Other Activities Date Activity Materials Used Time Spent
Total Time Spent on Other Activities: Harvest: Use Form 5 to record harvest information. Additional notes and observations:
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Formulaire 3 Journal des Contributions et des Activités Un récit des matériaux, pratiques, et équipements que vous utilisez pour chaque planche/champ. Enregistrer les dépenses à Formulaire 1 Nom d’Agriculteur : Planche/Champ: Mètres Carrés/Hectares: Saison: Année: Récolte(s):
Préparation de la Terre Le Temps Date Activité Matériaux Utilisés Mis/Passé/Dédié
Le Nombre d’Heures/de Jours Dédié à la Préparation des Terres: Semis/Transplantation Le Temps Date Récolte/Variété Cultivée Le Taux de Semis/L’Espacement Entre les Plants Mis/Passé/Dédié
Le Nombre d’Heures/de Jours Dédié aux Semis/Transplantation: Engrais/Gestion des Maladies Matériaux Appliqué/Nom Le Temps Date Taux/Somme Notes de Marque ou Source Mis/Passé/Dédié
Le Nombre d’Heures/de Jours Dédié aux Engrais/Gestion des Maladies: Éclaircissage Le Temps Date Méthode d’Éclaircissage Mis/Passé/Dédié
Le Nombre d’Heures /de Jours Dédié au Éclaircissage:
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Formulaire 3 Journal des Contributions et des Activités Un récit des matériaux, pratiques, et équipements que vous utilisez pour chaque planche/champ. Enregistrer les dépenses à Formulaire 1 Nom d’Agriculteur : Planche/Champ: Mètres Carrés/Hectares: Saison: Année: Récolte(s):
Désherbage Le Temps Date Méthode de Désherbage Date Prévue pour le Prochain Désherbage Mis/Passé/Dédié
Le Nombre d’Heures/de Jours Dédié au Désherbage: L’Arrosage Le Temps Date Méthode d’Arrosage Volume d’Eau Utilisé Mis/Passé/Dédié
Le Nombre d’Heures /de Jours Dédié à l’Arrosage: Autres Activités Le Temps Date Activité Matériaux Utilisés Mis/Passé/Dédié
Le Nombre d’Heures/de Jours Dédié à d’Autres Activités: Récolte: Utilise le Formulaire 5 pour enregistrer les informations de la moisson. Des Observations et Notes Supplémentaires:
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Form 4 Farm Pest/Disease Monitoring Log Use this form to keep track of all damage done to a field or bed due to pests and diseases Farmer/Farm Name: Bed/Field: Sq.Meters/Hectares: Season: Year: Crop(s):
Pest/Disease Monitoring: List date, type of pest/disease, and assessment of crop damage you observed Pest/Disease (note Extent of Crop Observation Type of Crop Control Control monitoring method Damage (Low, Effective? Date Damage Method Date if desired) Medium, High)
Additional Notes and Observations:
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Formulaire 4 Journal de Contrôle des Insectes Nuisible et des Maladies Un formulaire pour noter tout le dégât subi par un champ/une planche à cause des insectes nuisible et des maladies Nom d’Agriculteur : Planche/Champ: Mètres Carrés/Hectares: Saison: Année: Récolte(s):
Contrôle des Insectes Nuisibles/Maladies: Notez la date, les types d’insectes/maladies, et l'evaluation des dégâts que vous avez observés Insectes Nuisibles/Maladie Type de Dégâts Niveau de Date Méthode de Date de (Notez la méthode Subi par les Dégâts (Bas, Efficace? d'Observation Contrôle Contrôle d'observation, si Récoltes Moyen, Élevé) nécessaire)
Notes et Observations Supplémentaires:
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Form 5 Farm Harvest Record A record of your crop harvest for the entire year Farmer/Farm Name: Season: Year:
Stored, Sold or Harvest Date Bed/Field Crop(s) Harvested Quantity Grade or Quality Consumed
Additional Comments and Observations/Explanation of Losses:
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Formulaire 5 Registre de la Récolte Un registre de votre récolte pour une saison Nom d’Agriculteur: Saison: Année:
Date de Produit(s) Stocké, Vendu ou Planche/Champ Quantité Qualité Récolte Récolté(s) Consommé
Commentaires ou Observations Supplémentaires/Explication des Pertes:
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Form 6 Market Load List Use this form to keep inventory of all of the produce you bring to market each day Farmer/Farm Name: Market Location: Crop:
Amount Carried Amount Total Quantity Quantity Amount Quantity Date Over from Last Eaten by the Brought to Harvested Sold Spoiled Remaining Market Day Family Market
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Formulaire 6 Journal de Récolte Apporté au Marche Utiliser ce formulaire pour noter votre inventaire de tout les récoltes vous apportez au marché chaque jour Nom D’Agriculteur: Lieu de Marché: Récolte:
Quantité Totale Quantité Quantité Quantité Quantité Quantité Quantité Date Rapportée du Consommé Transportée Récoltée Vendue Abimée Restante Dernier Marché par la Famille au Marché
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Form 7 Market Load/Sales Record Use this form to record all your individual market sales. At the end of each market day, record your total sales on Form 8 Farmer/Farm Name: Season: Year:
Date of Sale Market/Customer Crop Sold Quantity Sold Price per Unit Total Price
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Formulaire 7 Registre des Ventes au Marché Noter chacune de vos ventes au marché. À la fin de chaque jour, noter le totale vendu sur Formulaire 8 Nom D’Agriculteur: Saison: Année:
Date de Vente Marché/Consommateur Produit Vendu Quantité Vendue Prix Unitaire Prix Total
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Form 8 Total Market Sales Record Use this form to total your sales receipts from Form 7 for each market day to track your total annual sales Farmer/Farm Name: Year:
Date of Sale Market/Customer Total Sales Receipts (FCFA)
Date: Total Sales to Date:
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Formulaire 8 Registre des Ventes Totale au Marché Cumuler toutes vos recettes des ventes sur Formulaire 7 pour chaque jour des ventes afin de calculer vos ventes annuel Nom D’Agriculteur: Année:
Date de Vente Marché/Consommateur Recette Totale des Ventes (FCFA)
Date: Total Vendu à Ce Jour:
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Grafting Log Use this form to keep track of trees in a commercial nursery Farmer/Farm Name: Root Stock: Scion Type:
Root Stock Scion If Grafted Tree is Sold Tree Date of Watered Price (If Method(s) of Date # # Graft Origin (Where How Date How Origin Purchased Scion of Sale Price Remaining From/Purchased) Old? Harvested Often? Elsewhere) Preparation Sale in Inventory
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AGRICULTURAL RECORDKEEPING LOG TRANSLATION TABLES: WOLOF
Inputs and Activities Log (Journal des Contributions et des Activités)
English French Wolof Land Preparation Préparation de la terre Ruuj/ waajal suuf Date Date App bi / kañ Activity Activité Yëngu-yëngu bi Materials Used Materiaux utilisés Jumtukaay yi nu jëfëndikko Time Spent Le temps mis/passé/dédié Jot bi nga ci def Total Time Spent on Land Le nombre d’heures/de jours Limu fan yi nga def ci waajal Preparation dédié à la preparation des terres suuf si Seeding/Transplants Semis/Transplantation Jiwu/njëmbët Date Date App bi/kañ Crop/Variety Récolte/Variété cultivée Xeet yi nga bay Planted/Transplanted Le taux de semis/L’espacement Limu li nga ji/diggante njëmbët Seeding Rate/Transplant Spacing entre les plants yi Time Spent Le temps dédié Jot bi nga ci def Total Time Spent on Le nombre d’heures/de jours Limu fan yi nga def ci ji ak Seeding/Transplants dédié aux semis/plants jëmbët Angare/xeexum feebar yi ci Fertilizers/Pest Control Engrais/la gestion des maladies gancax gi Date Dates App bi / kañ Material Applied/Brand or Materiel(aux)/marque(s)/source(s) Jumtukaay yi nga jëfëndikko Source utilisé(s) Rate/Amount Taux/la somme Lim bi Notes Notes N/A Time Spent Le temps mis/passé/dédié Jot bi nga ci def Le nombre d’heures/de jours Lim fan yi nga def di Total Time Spent on dédié aux engrais/la gestion des angare/xeex feebar yi ci gancax Fertilizers/Pest Control maladies gi Thinning Démarriage Waññi Date Date App bi / kañ Method of Thinning Methode de démarriage Xeetum waññi yi Time Spent Le temps mis / passé / dédié Jot bi nga ci def Le nombre d’heures / de jours Total Time Spent on Thinning Limu fan yi nga def ci waññi mi dédié au démarriage Weeding Desherbage Bay ñax mi Date Date App bi / kañ Naka ngay baye ñaax mi Weeding Method Methode de desherbage
Date prévue pour le prochain Kañ nga fas yéené baayaat ñax Projected Date of Next Weeding désherbage mi Time Spent Le temps mis / passé / dédié Jot bi nga ci def bayum ñaax mi Le nombre d’heures / de jours Limu fan yi nga def ci bayum Total Time Spent on Weeding dédié au désherbage ñax mi CED Technical Resource Manual 152
Watering L’arrosage Roose/suuxat Date Date App bi/kañ Watering Method Method d’arrosage Naka ngay roose Amount Used/Cubic Meters Volume d’eau utilisé Limu ndox mi ngay jëfëndiko Time Spent Le temps mis/passé/dédié Jot bi nga ci def Le nombre d’heures/de jours Lim waxtu yi ngay def ci roose Total Time Spent on Watering dédié à l’arrosage mi Other Activities Autres activités Yennen yëngu-yëngu yi Date Date App bi/kañ Activity Activité Yëngu-yëngu bi Materials Used Materiaux utilises Jumtukaay yin gay jëfëndiko Time Spent Le temps mis / passé / dédié Jot bi nga ci def Total Time Spent on Other Le nombre d’heures / de jours Limu jot bi ngay def ci yenneen Activities dédié à d’autres activités yëngu-yëngu yi
Pest and Disease Monitoring Log (Journal de Contrôle des Insectes Nuisible et des Maladies)
English French Wolof Contrôle des insectes Pest/Disease Monitoring: List Feebar u gancax yi : nuisibles/maladies: Notez date, date, type of pest/disease, and Naka lañu koy toppe : kañ, xeetu types d’insectes/maladies, et assessment of crop damage you feebar yi, xayma yaqu-yaqu yi l'evaluation des dégats que vous observed nga gis avez observés Observation date Date d'observation Kañ nga ko gis Insectes nuisibles/maladie (Notez Pest/Disease (note monitoring Feebar yi (leeralal naka nga koy la méthode d'observation, si method if desired) saytoo) nécessaire) Type of crop damage Type de degats subi par les Xeetu mbay mi yaqu récoltes Extent of crop damage (low, Niveau de degats (bas, moyen, medium, high) Yaatuwaayu yaqu-yaqu yi élevé)
Control Method Méthode de Contrôle Xeetu saytu bi
Control Date Date de Contrôle Kañ nga ko saytu Effective? Efficace? Ndax am na njëriñ? Additional notes and Notes et observations Lenneen lo seetlu observations supplémentaires
Seed and Planting Stock Record (Registre de stockage des semis et plants)
English French Wolof Garden Seed and Planting Stock Information sur le stockage des Xibaar ci naka lañuy deñce jiwu Information semis et plants du jardin yi an njëmbët
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Crop Récolte Mbay mi Variety Variété Xeet yi Supplier Fournisseur Ñi la koy jox Price paid Prix de revient Njëg li Amount Used Quantité utilisée Lim bi nu jëfëndiko Seeding Density Densité des semis N/A Amount Remaining Quantité restante Lim bi des Estimated Storage Time for Temps de stockage estimatif des Limu weer yi nu ko deñc Remaining Seed semis
Farm Costs Log (Journal des Dépenses)
English French Wolof Seeds/Transplants Graines/transplants Jiwu / njëmbët Purchase Date Date d’achat Kañ lanu ko jënd Crop Récolte Mbay mi Variety Variété Xeet mi Amount Purchased Quantité achetée Lim bi nu ci jënd Cost per Unit Prix unitaire Jëng li Total Cost Coût total Limu njëg li Quantité totale des Total Cost of Seeds/Transplants Limu jiwu/Njëmbët yépp graines/Transplants Fertilizers/Pest Control Engrais/Gestion des maladies Angare / saytu feebar yi Purchase Date Date d’achat Kañ lanu ko jënd Material/Brand Materiaux/Marque Jumtukaay yi Source Source Fi mu jòge Amount Quantité/somme Lim bi Cost per Unit Prix unitaire Njëg li Total Cost Coût total Njëg li yépp Total Cost of Fertilizers/Pest Engrais/Contrôle des insectes Angare / saytu xeetu gunòor yu Control nuisibles: Coût total bon yi: njëg li yépp Hired Labor Main d’oeuvre Surgë yi Name Nom Tur Activities Performed Activités exécutées Yëngu-yëngu yi mu def Limu waxtu yi mu liggéey ci bés Rate per Hour/Day Taux horaire/journalier bi Percent of Harvest (Estimated Pourcentage de récolte (valeur Xayma mbay mi ni mu wara toll Market Value) estimée du marché) Nombre de jours/d’heures Hours/Days Worked Limu bés yi nga ci liggeey travaillé Total Amount Paid Somme payée Njëg li yépp Total Cost of Hired Labor nombre de travailleurs utilisé Limu surge bi nga jël Pomp buy doxe ci gas walla Water: Electric/Gas Pump Eau: Pompe electrique/à gaz kuran Type de pompe: electrique ou à Type of Pump: Gas or Electric Xeetu pomp bi : gas walla kuran gaz
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Date/Months of Bill Date de la facture Kañ la factur bi ñëw Electric: Price per KwH Electrique: prix par KwHeure Njëgu kuran bi Electric: KwH Used Electrique: Kw utilisé Limu kuran bi nga jëfëndiko Gas: Price per Liter Gaz: cout par litre Njëgu gas bi Gas: Liters Purchased Gaz: quantité achetée Limu litëru gas bi nga jënd Total Cost Coût total Njëgu li la lépp dikke Total Cost of Water Pump Coût total de la pompe à eau Njëgu pompu mdox mi yépp Water: Robinet Eau: Robinet Ndox: robine Months of Bill Mois de la facture Weeru factur bi Price per Cubic Meter Prix par métre cube Njëgu metre cube bi Quantité/nombre de métre cube Cubic Meters Purchased Limu metre cube bi nga jënd acheté Total Cost Coût total Njëg li yépp Total Cost of City Water Coût total du robinet Njëgu robine bi yépp Materials Transportation Transport des Matériaux Transport jumtukaay yi Date Date App bi Type of Transport Type de transport Xeet u transpor bi Origin Origine Fi muy jògé Destination Destination N/A Nombre de personnes qui y Number of Persons Traveling Limu nit yi ciy dugg voyagent Price per Person Prix du ticket par personne Nit ku nekk li muy fay Material Transport Fees Prix de Transport des Matériaux Njëg mi nuy yòbe jumtukaay yi Total Cost Coût total Njëg li yépp Total Cost of Materials Coût total du transport des Njëgu transpor u jumtukaay yi Transportation matériaux Post Harvest Transportation Transport des récoltes Transpor u meññeef mi Date Date kañ Type of Transport Type de transport Xeet u transport bi Origin Origine Fi muy jògé Destination Destination Fi mu jëm Number of Persons Traveling Nombre de passagers Lim u nit ñi Price per Person Prix du ticket par personne Nit ku nekk li muy fay Material Transport Fees Frais de transport des materiaux Njëg u transpor u jumtukaay yi Total Cost Coût total Li mu la dikke yepp Total Cost of Post-Harvest Coût total du transport des Njëg u transpor u meññeef bi Transport récoltes Tool/Material Repair and Reparation et remplacement des Defaraat walla jëndaat ay Replacement outils et du materiel jumtukaay Date of Repair Date de reparation Kañ la nu ko defar Tool/Material Outil/materiel Jumtukaay bi Years Owned Année d’appropriation Kañ nga jot/am Repair Cost Cout de reparation Ñaata nga ko defare Replacement Cost Cout de remplacement Ñaata nga ko remplace Total Cost Coût total Njëg li yépp Total Cost of Tool/Material Coût total de reparation et de Njëgu defar beek jëndaat bi yépp Repair and Replacement remplacement Date of Repair Date de reparation Kañ lanu ko defar
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Le stockage ou la location des Deñc u jumtukaay yi/masin yi Storage or Tool/Machine Rental outils et des machines walla luwe leen Le stockage ou outils et machine Deñc u jumtukaay yi/masin yi Storage or Tool/Machine Rented loués walla luwe leen Le taux journalier ou mensuel de Rental Rate per Day/Month Ñaata nga koy luwe bes bu nekk la location Nombre de jours/mois de Days/Months Rented Limu bés/weeru yi nga luwe location Total Cost Coût total Njëg li Loan Interest Interét sur emprunt Intere yi ñu teg ci li nga leb Loaner Prêteur Ki la lebal Amount Borrowed Somme empruntée Li nga leb Interest Rate Taux d’intéret Intere bi Start Date of Loan Date de demarrage du prét App bi bor bi tambale Months until repayment Date de l’echeance App bi muy jeex Repayment amount Somme à rembourser Limu xaalis bi ngay dello yepp Cout total des paiements de Total Cost of Interest Payments Njëg u intere bi yépp l’interét Total Cost of Loan Interest Cout total de l’interét des prêts Li mu la dikke lepp Other Costs Autres Coûts Yennen njëg yi Total Cost of Other Costs Autres Coûts: Coût total Njëg liwu yennen njëg yi Total Farm Costs For the Year Dépense Totale pour l'Annee Njëg li pur atum bi
Harvest Record (Registre de la Récolte)
English French Wolof Harvest Date Date de récolte App ngòob mi Bed/Field Planche/champ Toll Crop(s) Harvested Produit récolté Mbay mi / li nga bay Quantity Quantité Lim bi yépp Grade or Quality Qualité Kalite bi Stored, Sold or Consumed Stocké, vendu ou consommé Ndax danga ko jaay, deñc walla jëfëndiko Additional Comments and Commentaires ou observations Lenneen lo seetlu walla loo Observations/Explanation of supplementaires/explication des bëgga wax Losses pertes
Market Load List -- Journal de Récolte Apporté au Marche
English French Wolof Date Date App bi Amount Carried Over from Last Quantité totale rapportée du Limu meññeef bi nga dellosi Market Day dernier jour au marché marse bu mujj bi Quantity Harvested Quantité recoltée Lim bi nga bay yepp
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Amount Eaten by the Family Quantité consommée par la Lim bi ci waa kër gi jëfëndiko famille Total Brought to Market Quantité transportée au marché Lim bi nga yòbu marse yépp Quantity Sold Quantité vendue Lim bi nga jaay Amount Spoiled Quantité abimée Lim bi yaqu Quantity Remaining Quantité restante Lim bi des
Market Sales Record (Registre des Ventes au Marché)
English French Wolof Date of Sale Date de vente App njaay mi Market/Customer Marché/consommateur Marse / jëndkat bi Crop Sold Produit vendu Xeet u bay mi nga jaay Quantity Sold Quantité vendue Lim bi nga jaay Price per Unit Prix unitaire Njëg u kilo bi / saak bi Total Price Prix total Njëg li yepp
Total Market Sales Record (Registre des Ventes Totale au Marché)
English French Wolof Date of Sale Date de vente App njaay bi Market/Customer Marché/consommateur Marse / jëndkat bi Total Sales Receipts (FCFA) Recette totale des ventes Xaalis bi nga ame ci njaay mi Date Date App bi / kañ Total Sales to Date Total vendu à ce jour Li nga jaay yépp ba tey
Translation Credit: Peace Corps Senegal Language Coordinator Bamba Diop
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AGRICULTURAL RECORDKEEPING LOG TRANSLATION TABLES: PULAAR (FOUTA JALLON)
Inputs and Activities Log (Journal des Contributions et des Activités)
English French Pulaar (Futa) Land Preparation Préparation de la terre Heblugol Leydi Remeteendi Date Date Ñalngu Activity Activité Golle Fewndiiɗe Materials Used Materiaux utilizes Huutorgal/ɗe Time Spent Le temps mis/passé/dédié Waktuuji Jelu Total Time Spent on Land Le nombre d’heures/de jours Ko waktuuji jelu maa ɓalde jelu Preparation dédié à la preparation des terres yonata heblugol Seeding/Transplants Semis/Transplantation Awre/Tuutugol Date Date Ñalngu Crop/Variety Récolte/Variété cultivée Coñal/Leñol Awdi Remanɗi Planted/Transplanted Le taux de semis. L’espacement Yeru ko awa. Seeding Rate/Transplant Spacing entre les plants Yannjeende hakkunde jaludi Time Spent Le temps dédié Waktuuji Jelu Total Time Spent on Le nombre d’heures/de jours Ko waktuuji jelu maa ɓalde jelu Seeding/Transplants dédié aux semis/plants yonata tuutugol
Fertilizers/Pest Control Engrais/la gestion des maladies ñolunaal leydi/ñaabeli ndema Date Date Ñalngu Material Applied/Brand or Huutorgal/ɗe – Sifa Matériaux utilisés/Marque Source Huutorgal/ɗe Rate/Amount Taux/la somme Yeru Mun e Kaalisi Notes Notes No Yiiruɗaa Time Spent Le temps mis/passé/dédié Waktuuji Jelu Le nombre d’heures/de jours Total Time Spent on Yeru waktuuji jelu maa ɓalde dédié aux engrais/la gestion des Fertilizers/Pest Control jelu gila e ñoolunal haa e ñaabeli maladies Thinning Démarriage Doftagol Jaludi Date Date Ñalngu Method of Thinning Methode de démarriage Ko Honno Doftirtee Time Spent Le temps mis/passé/dédié Waktuuji Jelu Le nombre d’heures/de jours Total Time Spent on Thinning Fewndo doftagol jaludi haani dédié au démarriage Weeding Desherbage Duulagol Date Date Ñalngu Weeding Method Methode de desherbage No Duulortee Date prévue pour le prochain Projected Date of Next Weeding Ko Honde Duulagol Fillete désherbage Time Spent Le temps mis/passé/dédié Waktuuji Jelu
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Le nombre d’heures/de jours Yeru waktuuji jelu maa ɓalde Total Time Spent on Weeding dédié au désherbage jelu duulagol waadete Watering L’arrosage Roosugol/Yarnugol Date Date Ñalngu Watering Method Method d’arrosage Ko Honno Roosirtee Amount Used/Cubic Meters Volume d’eau utilisé Literji Njelu Time Spent Le temps mis/passé/dédié Waktuuji Jelu Le nombre d’heures/de jours Yeru waktuuji jelu maa ɓalde Total Time Spent on Watering dédié à l’arrosage jelu yarnugol waadete Other Activities Autres activités Ko Hondun Kadi Date Date Ñalngu Activity Activité Golle Fewndiiɗe Materials Used Materiaux utilizes Huutorgal/ɗe Time Spent Le temps mis/passé/dédié Waktuuji Jelu Total Time Spent on Other Le nombre d’heures/de jours Yeru waktuuji jelu maa ɓalde Activities dédié à d’autres activités jelu waadete fii hondun kadi
Pest and Disease Monitoring Log (Journal de Contrôle des Insectes Nuisible et des Maladies)
English French Pulaar (Futa) Contrôle des insectes Pest/Disease Monitoring: List nuisibles/maladies: Notez date, Ko honno sakinirtee ɓononɗaa date, type of pest/disease, and types d’insectes/maladies, et kuuloye ñaabeele ndema yeeygol assessment of crop damage you l'evaluation des dégats que vous caadele observed avez observés Observation date Date d'observation Ñalngu Insectes nuisibles/maladie (Notez Pest/Disease (note monitoring le méthode d'observation, si Sifa Kuuloye Filfooji Ndema method if desired) nécessaire) Type de degats subi par les Type of crop damage Ko Tilfii e Coñal recoltes Extent of crop damage (low, Niveau de degats (bas, moyen, Tilfaaka (no fandi, no hawri, maa medium, high) élevé) no burti) Control Method Méthode de Contrôle Ko Honno Dandirɗen Control Date Date de Contrôle Ñalngu Effective? Efficace? Lekkiki No Moýýii Additional notes and Notes et observations Ko Beyyda Heng observations supplémentaires
Seed and Planting Stock Record (Registre de stockage des semis et plants)
English French Pulaar (Futa) Garden Seed and Planting Stock Information sur le stockage des Ko annduɗeŋ e baŋŋe moftugol Information semis et plants du jardin awdi ngesa e sardeŋ Crop Recolte Coñal
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Variety Variete Leñol Awdi Supplier Fournisseur Ka Heɓoto/Walloowo Price paid Prix de revient Ko ɗuŋ Jarata Amount Used Quantité utilisée Yeru Ko Huutoraa Seeding Density Densite des semis Sukkeendi Jalludi Amount Remaining Quantité restante Yeru Ko Heddii e Awdi Estimated Storage Time for Temps de stockage estimative Yeru Wakku Fotaaɗo Aawede Remaining Seed des semis
Farm Costs Log (Journal des Dépenses)
English French Pulaar (Futa) Seeds/Transplants Graines/transplants Ko Gabbe Mag Ko Jalluɗi Purchase Date Date d’achat Nɗe ɗe Soodaa Crop Récolte Coñal Variety Variété Leñol Awdi Amount Purchased Quantité achetée Yeru Ko Soodaa Cost per Unit Prix unitaire Coggu No Soodiraa Total Cost Coût total Denndal Coggu Quantité totale des Total Cost of Seeds/Transplants Fodde Kilooji Soodaaɗi graines/transplants Fertilizers/Pest Control Engrais/gestion des maladies Ñolunaal leydi/ñaabeli ndema Purchase Date Date d’achat Nɗe ɗe Soodaa Huutorgal/ɗe – Sifa Material/Brand Materieau /Marque Huutorgal/ɗe Source Source Ka Iwri Amount Quantité/somme Yeru Mum Fow Cost per Unit Prix unitaire Coggu No Soodiraa Total Cost Coût total Denndal Coggu Total Cost of Fertilizers/Pest Engrais/Contrôle des insectes Ñolunal e ñabbeeli jalluɗi yeru Control- nuisibles: Coût total mum e coggu Hired Labor Main d’oeuvre Ko Yoɓaa Gollooɓe (Sasi) Name Nom Innde Makko Activities Performed Activités exécutées Ko o gollani eŋ ko Rate per Hour/Day Taux horaire/journalier Njoddi Golle e ñallal Percent of Harvest (Estimated Pourcentage de récolte (valeur Ihiri Ko Yeru Ko Soñaa Market Value) estimée du marché) Nombre de jours/d’heures Ko Wakktuji Jelu Maa Balɗe Jelu Hours/Days Worked travaillé Gollaa Total Amount Paid Somme payée Ko Jelu Yoɓuɗeŋ Sasiiɓe Total Cost of Hired Labor nombre de travailleurs utilisé Ko Sasiiɓe Njelo Water: Electric/Gas Pump Eau: Pompe electrique/à gaz Ko Gollirgal Kuuran Type de pompe: electrique ou à Type of Pump: Gas or Electric Ko Sifa Gollorgal gaz Date/Months of Bill Date de la facture Nde Gal Soodaa (Ñalngu) Electric: Price per KwH Electrique: prix par KwHeure No Kuuran oo Yoɓiraa
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Ko Yeru Kilooji Kuuran Electric: KwH Used Electrique: Kw utilisé Huutoraɗi Gas: Price per Liter Gaz: cout par litre Si Ko Norngal: Litar Ko Jelu Gas: Liters Purchased Gaz: quantité achetée Yeru Ko Soodaa e Mum Total Cost Coût total Denndal Coggu Total Cost of Water Pump Coût total de la pompe à eau Ka Gollirgal: Ko Jelu Yoɓa Water: Robinet Eau: Robinet Ndiyan: Si Ko Robinet Months of Bill Mois de la facture Lewru Nde Yoɓetee Price per Cubic Meter Prix par métre cube Coggu Meter Kub (litar 1000) Quantité/nombre de métre cube Cubic Meters Purchased Yeru Ko Soodaa e Mum acheté Total Cost Coût total Denndal Coggu Total Cost of City Water Coût total du robinet Ko Robinee oo Jari Materials Transportation Transport des Matériaux Ko Nabiraa Huutorɗe Demal Date Date Ñalngu Type of Transport Type de transport No ɗum Naɓiraa Origin Origine Ka ɗum Iwri Destination Destination Ko ɗum Fawi Yaade Nombre de personnes qui y Number of Persons Traveling Ko Njelo Yaadi Ton voyagent Price per Person Prix du ticket par personne Paasi Neɗɗo Gooto Material Transport Fees Frais de Transport des Matériaux Huutorɗe ɗeŋ Ko Jelu Yoɓanaa Total Cost Coût total Denndal Coggu Total Cost of Materials Coût total du transport des Coggu Naɓugol Huutorɗe ɗee Ko Transportation-- matériaux: Jelu Post Harvest Transportation Transport des récoltes Artirgol Ko Soñaa Date Date Ñalngu Type of Transport Type de transport No ɗum Naɓiraa Origin Origine Ka ɗum Iwri Destination Destination Ko ɗum Fawi Yaade Nombre de passagers qui y Number of Persons Traveling Ko Njelo Yaadi Ton voyagent Price per Person Prix du ticket par personne Paasi Neɗɗo Gooto Material Transport Fees Frais de transport des materiaux Coggu Nabugol Huutorɗe Total Cost Coût total Denndal Coggu Total Cost of Post Harvest Coût total du transport des Coggu Ko Addiraa Ko Soñaa Transportation récoltes Tool/Material Repair and Reparation et remplacement des Fewnutugol Huutorɗe Golle Replacement outils et du materiel Date of Repair Date de reparation Nde ɗii Fewnitaa Tool/Material Outil/materiel Huutorɗe Fewnitaaɗe Years Owned Année d’appropriation Hitaande Nde ɗe Soodaa Repair Cost Cout de reparation Coggu Fewnitugol Replacement Cost Cout de remplacement Coggu Ko Lontinaa Total Cost Coût total Denndal Coggu Total Cost of Tool/Material Coût total de reparation et de Coggu Ko Yoɓaa Fewintoowo Repair and Replacement remplacement Date of Repair Date de reparation Ñaande fewintaa Storage or Tool/Machine Rental Le stockage ou la location des Moftugol Ma Luwaas Gollirgal e
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outils et des machines Sifaaji Le stockage ou outils et machines Storage or Tool/Machine Rented Moftugol e ɗii Kuutorɗe loués Le taux journalier ou mensuel de Coggu ñallal Maa Lewru e Rental Rate per Day/Month la location Luwaas Nombre de jours/mois de Ko Lebbi Jelu Maa Balɗe Jelu Days/Months Rented location Luwaa Total Cost Coût total Denndal Coggu Loan Interest Interét sur emprunt Ko Fawaa e Coggu Loaner Prêteur Ñawloowo Amount Borrowed Somme empruntée Ko Jelu ñawlaa Interest Rate Taux d’intéret Ko Fawetee e ñamaande Start Date of Loan Date de demarrage du prét Nde Edda Fuɗɗii Months until repayment Date de l’echeance Nde Edda ñamaande Gasata Repayment amount Somme à rembourser Ko Fotaa Yoɓede Cout total des paiements de Total Cost of Interest Payments Ko Fotaa Faweede l’interét Total Cost of Loan Interest Cout total de l’interét des prêts N/A Other Costs Autres Coûts Geɗe Goɗɗe Total Cost of Other Costs Autres Coûts: Coût total Kawral Coggu Geɗe Goɗɗe Total Farm Costs For the Year Dépense Totale pour l'Annee Kawral Njoɓɓi Hitaande
Harvest Record (Registre de la Récolte)
English French Pulaar (Futa) Harvest Date Date de recolte Ñannde soñaa Bed/Field Planche/Champ Ngesa/Palan Crop(s) Harvested Produit recolté Sifaa Ko Soñaa Quantity quantité Fodde Ko Soñaa Grade or Quality qualité Mbaadi Ko Soñaa Ko Moftaa, Maa Ko Yeeyaa, Stored, Sold or Consumed Stocké, vendu ou consommé Maa Ko ñaamaaheŋ Commentaries ou observations Additional Comments and Sifoɗen Ko Hunɗum Buri suplementaires/Explication des Observations/Explanation of Losses Tilfude pertes
Market Load List (Journal de Récolte Apporté au Marche)
English French Pulaar (Futa) Date Date Ñalngu Amount Carried Over from Last Quantite totale rapportée du Yeru Ko Sakkitaa Artireede Market Day dernier marché Quantity Harvested Quantité recoltée Yeru Ko Soñuɗen Amount Eaten by the Family Quantité consommé par la Yeru Ko Beynguu Nde ñaami
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famille Total Brought to Market Quantité transportée au marché Ko Nabaa Yeeyugol Quantity Sold Quantité vendue Yeru Ko Yeeyaa Amount Spolied Quantité abimée Yeru Ko Tilfii Quantity Remaining Quantitée restante Yeru Ko Heddii
Market Sales Record (Registre des Ventes au Marché)
English French Pulaar (Futa) Date of Sale Date de vente Ñannde yeeyaa Market/Customer Marché / consommateur Soodoowo Crop Sold Produit vendu Ko Yeeyaa e Coñal Quantity Sold Quantité vendue Yeru Ko Yeeyaa Price per Unit Prix unitaire No Soodirtee Total Price Prix total Dendal Coggu
Total Market Sales Record (Registre des Ventes Totale au Marché)
English French Pulaar (Futa) Date of Sale Date de vente Ñannde yeeyaa Market/Customer Marché / consommateur Soodoowo Total Sales Receipts (CFA) Recette totale des ventes Ko Hebii e Ko Yeeyaa Date Date Ñalngu Total Sales to Date Total vendu à ce jour Ko Jelu Yeeyaa e
Translation Credit: Weliba Diallo, PCV Cameron Colliersmith and PCV Anthony Scavone
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AGRICULTURAL RECORDKEEPING LOG TRANSLATION TABLES: MALINKE
Inputs and Activities Log (Journal des Contributions et des Activités)
English French Malinke Land Preparation Préparation de la terre Xa Dugo Kulo Toben Date Date Tili Joman Activity Activité Baaro Joman Materials Used Materiaux utilizes Miraŋolu Time Spent Le temps mis/passé/dédié Waxati Jelu/Tili Jelu Total Time Spent on Land Le nombre d’heures/de jours Waxati Jelu/Tili Jelu xa dugo Preparation dédié à la preparation des terres kulo toben Seeding/Transplants Semis/Transplantation Siiya/Tuutuuo Date Date Tili Joman Crop/Variety Récolte/Variété cultivée San Kuŋo/Siiyo neŋ seneta Planted/Transplanted Le taux de semis. L’espacement Yate neŋ laŋta. Seeding Rate/Transplant Spacing entre les plants Laŋ dolu tema Time Spent Le temps dédié Waxati jelu kono Total Time Spent on Le nombre d’heures/de jours Waxati jelu/Tili jelu xa laŋ/xa Seeding/Transplants dédié aux semis/plants tuutuu Fertilizers/Pest Control Engrais/la gestion des maladies Angrais/Jangarolu yasiigo Date Dates Tili Joman Material Applied/Brand or Materiaux utilizes Miraŋolu Source Rate/Amount Taux/la somme Keme wo keme xa jelu soto Notes Notes Jelu Time Spent Le temps mis/passé/dédié Waxati jelu/Tili jelu Le nombre d’heures/de jours Total Time Spent on Waxati jelu/Tili jelu xa angrais dédié aux engrais/la gestion des Fertilizers/Pest Control ke/ xa jangarolu yasiigo maladies Thinning Démarriage Xa ibo iñoxonto Date Date Tili Joman Method of Thinning Methode de démarriage Ñoxan bo joman Time Spent Le temps mis/passé/dédié Waxati jelu/Tili jelu Le nombre d’heures/de jours Waxati jelu/Tili jelu xa ibo Total Time Spent on Thinning dédié au démarriage iñoxonto Weeding Desherbage Kotosene Date Date Tili Joman Weeding Method Methode de desherbage Kotosene Joman Date prévue pour le prochain Waxati jelu mu kotosene kutaŋ Projected Date of Next Weeding désherbage kuto ti Time Spent Le temps mis/passé/dédié Waxati jelu/Tili jelu Le nombre d’heures/de jours Total Time Spent on Weeding Waxati jelu/Tili jelu xa kotosene dédié au désherbage Watering L’arrosage Jiibon/Arrosageo Date Date Tili Joman
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Watering Method Method d’arrosage Jiibon/Arrosageo Joman Amount Used/Cubic Meters Volume d’eau utilisé Jio Jelu Time Spent Le temps mis/passé/dédié Waxati jelu/Tili jelu Le nombre d’heures/de jours Waxati jelu/Tili jelu xa jiibon/xa Total Time Spent on Watering dédié à l’arrosage arrosageo Other Activities Autres activités Baara Kotan Date Date Tili Joman Activity Activité Baara Materials Used Materiaux utilises Miraŋolu Time Spent Le temps mis/passé/dédié Waxati jelu/Tili jelu Total Time Spent on Other Le nombre d’heures/de jours Waxati jelu/Tili jelu xa baara Activities dédié à d’autres activités kotan
Pest and Disease Monitoring Log (Journal de Contrôle des Insectes Nuisible at des Maladies)
English French Malinke Contrôle des insectes Pest/Disease Monitoring: List A tun bolu la kanta nuisibles/maladies: Notez date, date, type of pest/disease, and jangarolu/maladies : xa safe tili types d’ insectes/maladies, et assessment of crop damage you joman, siifa joman, jangarolu l'evaluation des dégats que vous observed joman, tiñaro yate laŋ avez observés Observation date Date d'observation Tili joman xa jee Insectes nuisibles/maladie (Notez Pest/Disease (note monitoring Tumbu kuntaŋo jangaro/maladies le méthode d'observation, si method if desired) (xa jangaro duña safe) nécessaire) Type de degats subi par les Type of crop damage Jangaro men dunta siiyo to recoltes Extent of crop damage (low, Niveau de degats (bas, moyen, Xa tiñaro yate (dondin, tema, medium, high) élevé) bumba) Control Method Méthode de Contrôle Kantaro keña Control Date Date de Contrôle Kantaro luŋo Effective? Efficace? A xa ñin? Additional notes and Notes et observations Xa la korosiilolu safe observations supplémentaires
Seed and Planting Stock Record (Registre de stockage des semis et plants)
English French Malinke Garden Seed and Planting Stock Information sur le stockage des Maraliña ke baaro anin na ko Information semis et plants du jardin keña Crop Récolte Sankuŋo Variety Variete Joman Supplier Fournisseur Dimarila
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Price paid Prix de revient Xa san yate Amount Used Quantité utilisée Jelu seneta Seeding Density Densite des semis I falin ya Amount Remaining Quantité restante A to Estimated Storage Time for Temps de stockage estimatif des Misaal : to siiyo se mara waxati Remaining Seed semis jelu
Farm Costs Log (Journal des Dépenses)
English French Malinke Seeds/Transplants Graines/transplants Siiyo/Tuutuuo Purchase Date Date d’achat Tili joman xa san Crop Récolte Sankuŋo Variety Variété Joman Amount Purchased Quantité achetée Jelu xa san Cost per Unit Prix unitaire Kilin soŋo Total Cost Coût total A bee soŋo Quantité totale des Total Cost of Seeds/Transplants Siiyo yate/Tuutuuo yate graines/transplants Fertilizers/Pest Control Engrais/Gestion des maladies Angrais/Jangaro ya siigo Purchase Date Date d’achat Tili joman xa san Material/Brand Materieau/Marque Miraŋolu Source Source A bota min Amount Quantité/somme Jelu Cost per Unit Prix unitaire Kilin soŋo Total Cost Coût total A bee soŋo Total Cost of Fertilizers/Pest Engrais/Contrôle des insectes Angrais/Tumbu kontoŋolu la Control- nuisibles: Coût total konto : A bee soŋo Hired Labor Main d’oeuvre Baaralalu/Suruga Name Nom Toxo Activities Performed Activités exécutées Baaro men keta Rate per Hour/Day Taux horaire/Journalier Men baarata waxato koro/tiliŋo Percent of Harvest (Estimated Pourcentage de récolte (valeur Soto yate (A soŋo yate) Market Value) estimée du marché) Nombre de jours/d’heures Hours/Days Worked Waxati/Tili jelu xa baaro ke travaillé Total Amount Paid Somme payée A saraa Total Cost of Hired Labor Nombre de travailleurs utilisé Baarala jelu Water: Electric/Gas Pump Eau: Pompe electrique/à gaz Jio : Pompe Electrique/à Gaz Type de pompe: electrique ou à Type of Pump: Gas or Electric Pompe siifa joman gaz Date/Months of Bill Date de la facture Facture naata tili joman Electric: Price per KwH Electrique: prix par KwHeure Electrique KwHeure mu jelu ti Electric: KwH Used Electrique: Kw utilisé Electrique: Kw jelu taxata Gas: Price per Liter Gaz: cout par litre Gaz: Litro Kilin mu jelu ti Gas: Liters Purchased Gaz: quantité achetée Gaz : I xa litro jelu san Total Cost Coût total A bee soŋo
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Total Cost of Water Pump Coût total de la pompe à eau Pompe soŋo Water: Robinet Eau: Robinet Robinet Jio Months of Bill Mois de la facture Facture naata karo joman Price per Cubic Meter Prix par métre cube Metro cube soŋo Quantité/nombre de métre cube Cubic Meters Purchased Metro cube jelu santa acheté Total Cost Coût total A bee soŋo Coût total du robinet Total Cost of City Water Robinet soŋo
Materials Transportation Transport des Matériaux Miraŋolu Madono Date Date Tili Joman Type of Transport Type de transport Madoniri siifa joman Origin Origine A bota min Destination Destination A taxata min Nombre de personnes qui y Number of Persons Traveling Moxo jelu taxamata voyagent Price per Person Prix du ticket par personne Bié soŋo Material Transport Fees Prix de Transport des Matériaux Madoniri soŋo Total Cost Coût total A bee soŋo Total Cost of Materials Coût total du transport des Miraŋ madoni soŋo Transportation matériaux: Post Harvest Transportation Transport des récoltes Sankuŋo madoniro Date Date Tili Joman Type of Transport Type de transport Madoniri siifa joman Origin Origine A bota min Destination Destination A taxata min Number of Persons Traveling Nombre de passagers Moxo jelu Price per Person Prix du ticket par personne Bié soŋo Material Transport Fees Frais de transport des materiaux Miraŋo doni soŋo Total Cost Coût total A bee soŋo Coût total du transport des Total Cost of Post Sankuŋo feŋolu mado miraŋo récoltes Tool/Material Repair and Reparation et remplacement des Totobendo anin miraŋo mafalin Replacement outils et du materiel doŋo Date of Repair Date de reparation Totobendi luŋo Tool/Material Outil/materiel Miraŋolu Years Owned Année d’appropriation A soto soŋo Repair Cost Coût de reparation A totobendi soŋo Replacement Cost Coût de remplacement A mafalin soŋo Total Cost Coût total A bee soŋo Total Cost of Tool/Material Coût total de reparation et de A totobendi soŋo anin a mafalin Repair and Replacement remplacement soŋo Date of Repair Date de reparation A totobendi luŋo Le stockage ou la location des Miraŋolu/Machinolu mara anin i Storage or Tool/Machine Rental outils et des machines furo Le stockage ou outils et machine Miraŋolu/Machinolu de mara Storage or Tool/Machine Rented loués dulo saraa Le taux journalier ou mensuel de Rental Rate per Day/Month Tiliŋo/Karo saraa yate la location
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Nombre de jours/mois de Days/Months Rented Tili/Karo jelu furo saraa keta location Total Cost Coût total A bee soŋo Loan Interest Interét sur emprunt Naafa dontorokan Loaner Prêteur Dontorila Amount Borrowed Somme empruntée Yate men dontolo Interest Rate Taux d’intéret Naafa yate Start Date of Loan Date de demarrage du prét Dontoro damuto Months until repayment Date de l’echeance Dontoro kuraa dulaa Repayment amount Somme à rembourser Men ñoxon bee la saagila Cout total des paiements de Total Cost of Interest Payments Naafa be yate l’interét Total Cost of Loan Interest Cout total de l’interét des prêts N/A Other Costs Autres Coûts Soŋo kutaŋ Total Cost of Other Costs Autres Coûts: Coût total Soŋo kutaŋ a bee kafoo Total Farm Costs For the Year Dépense Totale pour l'Annee N/A
Harvest Record (Registre de la Récolte)
English French Malinke Harvest Date Date de récolte Sankuŋo damuto Bed/Field Planche / champ Sardiñe/Kenaa Crop(s) Harvested Produit récolté Soto Hako Quantity Quantité Jelu Grade or Quality Qualité Bee te ya Stored, Sold or Consumed Stocké, vendu ou consommé Marata, gaagaatta, niwonte domota Additional Comments and Commentaires ou observations Xa kuma anin kurosiilolu men Observations/Explanation of Losses supplementaires/ explication des kafuta xa ma/ la kurosiilolu pertes men keta
Market Load List (Journal de Récolte Apporté au Marche)
English French Malinke Date Date Tili Joman Amount Carried Over from Last Quantité totale rapportée du Men hako la saagita fin la baŋota Market Day dernier marché Quantity Harvested Quantité recoltée Soto yate Amount Eaten by the Family Quantité consommée par la Dimbaya xa men domo famille Total Brought to Market Quantité transportée au marché Yate men sambata saxato Quantity Sold Quantité vendue Jelu gaagaata Amount Spoiled Quantité abimée Yate men tiñata Quantity Remaining Quantitée restante A bee to
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Market Sales Record (Registre des Ventes au Marché)
English French Malinke Date of Sale Date de vente Tili joman xa gaagaa Market/Customer Marché / consommateur Sanila/Firila Crop Sold Produit vendu Sankuŋo gaagaata Quantity Sold Quantité vendue Jelu gaagaata Price per Unit Prix unitaire Kilin Soŋo Total Price Prix total A bee soŋo
Total Market Sales Record (Registre des Ventes Totale au Marché)
English French Malinke Date of Sale Date de vente Tili joman xa gaagaa Market/Customer Marché / consommateur Sanila/Firila Total Sales Receipts (CFA) Recette totale des ventes A bee soŋo yate Date Date Tili Joman Total Sales to Date Total vendu à ce jour Jelu firta biito
Translation Credit: Karamba Diakhaby and PCV Chad Papa
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THE PC SENEGAL BUSINESS ASSESSMENT TOOL
Business Evaluation Form Date of Initial Assessment: | Date of Final Assessment: ------Volunteer Name: | Site:
Business Name:
Business Owner:
Age:
Gender:
Other Employees, Ages and Genders:
Community:
Instructions: Use this in conjunction with the CED-004 and AG-029 tracking tools to keep track of all relevant data for these outputs and outcomes. Please also reference the data “cheat sheet” and individual indicator data sheets to ensure that you understand the definitions of the VRF-driven assessment boxes.
This Evaluation Form is designed to help the volunteer to assess where he or she might want to focus technical support. It is also the M&E tool for collecting data on Business Management indicators. These data are identified by an “*.” After completing the interview, compare this evaluation with the last reporting period. For those indicators where there has been improvement since the last reporting period, enter a “1” in the indicator column. If you provide technical support to more than one business, add up all the “1s” by indicator and enter the totals on the VRF.
Please Note: This form is designed to deal specifically with Businesses, and not IGAs or Producer groups. This tool should only be used for activities conducted under Goal 1 of the CED Project Framework.
Ask the business owner about changes in key economic performance data before and after the program (training or technical support from the Volunteer). Enter the data in USD or local currency. It can be based on the person’s best guess when records are not available or the business owner does not want to share them. Indicate whether the change was positive or negative.
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1. Current Please enter Production and data on the +/- VRF for the Economic following Performance Before Program After Program indicators
Sales Productivity * Productivity (CED-011-B) - the ratio of production output to the required inputs
Profit
Profit Margin
Size of working capital
Assets
Rank the business in each of the following categories based upon the following scale: 2. Development of Production and Does Not Exist (1), Needs Improvement (2), Management Skills Adequate (3), Excellent (4) Separate Before Program After Program Money
* Separate Money (CED-008-B)- Regular payment of an owner’s wage, not using business funds for personal expenses
Ability to calculate profit based on record of costs and earnings
Ability to analyze records for business decision- making
Ability to calculate individual product profit Customer Service
* Customer Service (CED-015-C)- Adherence to specific customer service practices
Separation & maintenance of working capital
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Control of cash withdrawals so that they do not exceed net profit Financial Management * Financial Management (CED-007-C)- Bookkeeping- Regular use of journals/devices to record business information
Effective policies and methods for debtor control
Ability to set prices Planning cash needs and having appropriate cash Value on hand to operate the business (cash flow) Addition * Value Addition (CED-010-B)- Value-addition to current product line Business Savings and investment plan Plan * Business Plan (CED-017)- Setting and pursuing practical business plans
Sources of business credit Marketing * Marketing (CED-013-C)- Setting and pursuing a practical marketing strategy Financial Appearance/lay-out/organization of business site Management * Financial Management (CED-007-C)- Inventory management (raw materials or merchandise) Preventative maintenance/depreciation (tools, Product or Service machines, animals, vehicles) Development * Product or Service Development (CED-014- C)- Improved type, diversity or quality of products Improved supply terms (larger quantities, cheaper resources, better quality) Rank the business in each of the following categories based upon 3. Social Gains for Owner and the following scale: Employees Very Bad (1), Bad (2), Good (3), Great (4) Before Program After Program Security of family food supply Family welfare a. Consumer goods b. Clothing c. Housing d. School fees e. Health Capacity to work with larger system beyond the community
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Self-confidence, hopefulness Respect of one’s family, neighbors, peer producers
4. Economic Climate of the Community Before Program After Program What proportion of Please enter data sales is to people on the VRF for from other the following communities? indicators What proportion of goods and services do you purchase from outside the community? Jobs How many family members work in the business? Total number of people employed Business Linkages Has your business stimulated any additional local businesses? Give examples. Do you refer customers to other businesses? Do local businesses work together to purchase raw materials? Do local businesses work together for Value Chain other purposes? Development * Value Chain Development (AG- 041) - Increase of links with distributors/sales outlets?
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The following sections are to be completed following the training program:
5. Things I will repeat (worthwhile innovations, learning) (Fill out after the training program):
6. Things I will change (eliminate, improve, guard against) (Fill out after the training program):
7. My Plans for the next production cycle (Fill out after the training program) Objectives Tasks Date
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RECORDKEEPING FOR ILLITERATE POPULATIONS
A big thanks to Mr. Philip Rush and the old “SED” team for putting this together. As the CED program continues to grow and develop, this section will be expanded to include tools, strategies and ideas for working with illiterate work partners.
Teaching Guide: Illiterate Accounting
Phase I: Personal Income and Expense Stage 2004 / SED Manual By: Philip L. Rush
The purpose of Phase I of the two phases of Illiterate Accounting practice is to bring the business owner into a new reality about how he or she spends his or her money. By categorizing, documenting and finally analyzing how a business owner is both earning and spending money, the first step to a trail of financial accountability will be clearly reached. Yet this set of actions is not only teaching accountability and self- discipline, it is bringing the concept of numeracy to a population that contributes a large percentage of the GDP to the country of Mali, yet do not have the opportunity to learn basic concepts which are vitally important to the growth of the Non-Formal Enterprise sector.
CONTENTS:
● First Meeting ● Show Them the Sheet ● The Use of Images ● Following Up ● Month End ● Second Month ● Third Month ● Sixth Month ● Materials and Budget
First Meeting
Getting to know your Entrepreneur or Business Owner,
- Visiting their place of work daily and observing the major things they do to generate income
- Demonstrate ‘’WHY’’ we do accounting o Understand how much you spend on things. For example: Tea, Cigarettes, and Your Family o Goal Setting: buying new tools to improve technical skills, new motorcycles, better organization
- Ask if they understand again “WHY” we do accounting.
- Ask if they have any questions.
Show them the sheet:
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- Go through step by step what each COLUMN means:
Date Column: Have the artisan enter the days for the complete month at the beginning of each month. The reason for having them enter all the dates of the month in question is because you want them to use the whole sheet for the whole month. If not taught correctly the artisan in question will only put down, for example, what money he or she earned on a given date and not note that the other days where he or she spent money but did not earn any money. The concept must be instilled that accounting for businesses, regardless of whether you earn money or not on any given day is STILL a daily practice and therefore all money you earn or spend must be recorded for the person to see the WHOLE picture.
Entrée Column: Definition: This column expresses all the different ways the individual makes money. If the individual has different sources of earning money, know each source so they can classify them differently.
Usage: Have the individual add up their total earnings for the day from all the figures noted under the Entrée column.
Sortie Column: Definition: You will find that there are typically five ways a Malian entrepreneur will spend his or her money; Family (Somogow), Transport (Moto/Mobili), people who work for them (Travailleurs, Baarakelaw), supplies (Fournitures, Fer, Bois), and other things (Fin Were).
Usage: As with the Entrée column, add up all the expenditure figures noted for each category under Sortie and place the sum under the Sortie column for the corresponding day.
Entrée / Sortie Column: These two columns produce the balance of money earned and spend after one day of work.
Trésorie Column: This is meant to show the balance between what was earned and what was spent for each day. To find this amount, subtract the value of the Sortie column from the figure under the Entrée column and that will provide you with a balance for the day.
Plus / Negative Column: In many instances you will find that, because individuals have never written down what they have actually earned and spent on any given day, the concept of having a positive or negative balance at the end of the day will be very foreign to them and should be explained clearly.
Percentage Column: The percentage column was developed for savings and goal-setting purposes. Because entrepreneurs in Mali for the most part do not practice regular savings, introducing the concept of saving a percentage of what they earn after they have noted all their expenditures can be highly beneficial. Amongst entrepreneurs and business owners in Mali, you will find that there is little motivation to create goals that could be used to better overall workplace situations. The percentage is designed to instill just this type of behavior. By putting a percentage of what they earned to the side and then creating an obtainable goal to improve their technical practices, improve the organization of the
CED Technical Resource Manual 176 workplace or merely buy something such as a moto, you are instilling the idea of setting goals, creating a plan to obtain those goals and then finally realizing them.
The Use of Images:
As you can see, the accounting form uses simple drawing tools or images in order to express more simply what each column is specifically intended to do. These images are just one tool that may be used for accounting training. The images will change according to each individual’s specific needs and feel free to be as creative as you would like.
Following Up:
After it has been established how they will use the form tailored to their specific business attributes, the next crucial part you must play is COUNSELOR. Most businesspeople that you will encounter as a Peace Corps volunteer in Mali will have little to no formal education, and they may not be able to read or write at all.
YOU NEED TO CREATE A FOLLOW UP SCHEDULE!!!
This first month of explaining writing down everything that is earned and spent to someone who has never practiced this sort of discipline is like trying to make a child do their homework. If you don’t follow up and make sure they completed everything they were assigned, chances are, more often than not, they will not keep doing it. Excuses will ensue as to why they haven’t followed up with their work and every reason why you said they need to keep doing the sheet will most assuredly be lost or forgotten. This sort of activity takes a large amount of repetition and coaching, so be consistent and tell them when you are going to show up. When you do show up, make sure you have set a small list of goals for them to obtain so when you do arrive, they will have accomplished the assigned tasks. By arriving at the time that you have set for the meeting, you are also showing them that as long as they do their part, you will do yours. This exchange is crucial to the continuation of the practice so DO NOT let things slide. They will continue, but you must continue to do your part too.
Month End: At the end of the month, after every day has been filled in properly and end of the day balances have been calculated correctly, have them foot the ledger. Add down each column to a Total then control the addition by subtracting the total of the Sortie Column from the Entrée Column. If the sheet is balanced correctly, the subtraction of the Entrée and Sortie Columns (H – I) will be the same number as when you add up all the positive balances earned versus all the negative balances earned in the Tresorie Column (J).
Second Month: The second month, the individual should transfer the previous month’s totals into the “Kalo Teme Baga,” and roll over the year to date total labeled, “Kalo Folo Fo Sisan.”
Third Month: By the third month there should be a clear indication how much money the individual is earning during a three month period as well as how much he or she is spending under each category. This is a great time to review both how money is earned and expended and how net earnings can be explained. By this time, the
CED Technical Resource Manual 177 individual should be acquainted well enough with the accounting form to be able to not only clearly fill it by themselves, they should be able to add all of the columns and produce a final balance at the end of the month.
Sixth Month: By the sixth month of the practice you should be able to produce an analysis of what money has been earned after all expenses have been paid. By using the paper trail that you have now created, you can analyze each column over a sixth month period, point out excessive spending, point to periods of high income, average expenditures categorically and clearly map out how the individual has been spending money so that change can be easily pin-pointed, acted upon and realized. It is also at this point that the individual in training should be able to independently manage the accounting practice, so they can move onto tackling the goal of making a higher profit.
Materials and Budget: - Paper (PCV can print form off Excel and trainee can make photocopies or system can be easily adapted to a cahier) - Pencil - Eraser - Calculator (Try to have individual buy a large one, it’s easier to press the buttons) - File Folder (keep documents separated and organized) - Computer (The sheet itself is an Excel document so making new sheets will most assuredly have to be done by the volunteer. The individual can make copies for the rest of the year after you have created the master sheet.)
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Teaching Guide: Illiterate Accounting
Phase II: Business Accounting and Growth Stage 2004 / SED Manual By: Philip L. Rush
Purpose: The purpose of Phase II is to take Non-Formal Enterprise Sector accounting practices to the next step and dividing up the task of accounting to specifically target the growth of the business. In Phase I, we have accomplished the goal of creating a money trail, showing what the business owner has personally earned and expended. Thus, we now know over a sixth month period how much the business owner spends on his or her daily and monthly living expenses.41 The focus now must turn to how we can manage the expenses of the business and still keep it profitable. In Phase II we will look to separate personal and business income, eliminates the discrepancy between the amount in the caisse and the amount in the business, and regulates how much employees are being paid.42
CONTENTS:
- Changing the Practice - Changing the Accounting - Following Up - Emphasizing Organization
Changing the Practice: The first point is that there is a big difference between what he or she spends as personal money and what the business spends in order to function. We can refer back to the Accounting Form in Phase I and point out what accomplishing that practice has revealed. As a reminder, the purpose of the initial phase was to document all expenses and see what was being earned versus what was being spent. For the purpose of “Changing the Practice,” we want to focus on what the business owner has expended through Phase I and then come to a rough estimate of how much he or she will be paid out of the earnings of the business. Taking an average of what was paid out as his or her expenses over the observation period and then basing the wage off that number can accomplish this. Because we have our records from the prior six months to refer to, we can come to a real number that makes sense, without doing too much guessing.
We need to identify the main columns we will use to calculate our number. Those will be the columns named “Somogow (c)” and “Fin Were (g).” There are a number of ways you can determine what the business owner should be paid. It will depend on his or her personality and what a comfortable figure should be, but remember, if they pay themselves too much, the business will suffer directly.
Changing the Accounting:
Now that we have placed the emphasis on which columns will determine how much we pay the owner, the next task is to change the form. This is a very simple action that requires nothing more than deleting the columns named “Somogow (c)” and “Fin Were (g),” and leaving the rest as they are.
41 You can extend the period of observation until both you and the individual are comfortable with changing from Phase I to Phase II. 42 This accounting method assumes that the owner of the business will be paid as an employee.
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Following Up:
As was done with the first phase, you MUST create a follow up schedule to see how the individual is doing with his or her personal wage estimation. You have to ask questions on whether what he or she is paying himself or herself is the right amount. If it is not enough, what things can be done in other expense areas that can reduce those costs? What you’re trying to do is really get a feel for how the program is working for the individual. What are his or her concerns, how can these be addressed, etc.
Emphasizing Organization:
By introducing accounting to people who have never practiced something like this before, you are introducing a new level of organization, plain and simple. You are starting the individual down a road that, for the first time, begins to justify why they need to even buy such simple things as desks. To keep these records organized and classified properly, you must thoroughly explain the reasons WHY we do this. The ultimate goal is for THEIR business to improve and make money, THEIR lifestyle to become more comfortable, and to help THEM understand what it takes to get there. By taking these steps and facilitating this practice, you are solving a problem so fundamental that the sheer development of this country depends on it.
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ADDITIONAL ECOTOURISM RESOURCES General Information
The Volunteer's Guide to Ecotourism in Senegal: Basically what the title suggestions. Put together by Amar and past volunteers. http://www.volunteerguide.pcsenegal.org/
National Parks and Reserves of Senegal: Comprehensive list with contacts for the conservation agencies linked to each. http://www.environnement.gouv.sn/article.php3?id_article=2
Regional Tourism Departments: Dakar, Fatick, Kaolack, St. Louis, Tambacounda, Thies and Ziguinchor. http://www.tourisme.gouv.sn/article.php3?id_article=123
Volunteer Work Partners
Aire Marine Protegee (AMP) Agencies: Work to manage and improve Marine Protected Areas. Past collaboration with PC has included mangrove planting, turtle watch, etc. http://www.environnement.gouv.sn/article.php3?id_article=149 o Palmarin - Captain Cisse: 77.903.9717 o Joal-Fadiouth: Abli Toure: 77.613.9795.
Oceanium: Focuses on sustainable management of the marine environment. Main activities are environmental protection, Ecotourism and scuba-diving. http://www.oceaniumdakar.org/ o Joal-Fadiouth: Karim Abdul - 77.316.9660. Well connected with both Oceanium and World Wildlife Fund (WWF); experience with Peace Corps.
Social & Ecological Management (SEM) Fund: American social enterprise dedicated to tackling poverty and environmental degradation. Activities include distributing solar lights, biomass, cookstoves, microloans, as well as planting trees. http://sem-fund.org/about/
Certification Agencies
Ecole Nationale de Formation Hôtelière et Touristique (ENFHT): Public training center for tourism. http://www.tourisme.gouv.sn/article.php3?id_article=55. T: 33 822 34 71 or 33 822 35 97.
Additional private tourism training centers: http://www.tourisme.gouv.sn/article.php3?id_article=198
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Teaching English
Regional English Language Program, U.S. Embassy of Dakar: For more information about English learning activities in Senegal. http://dakar.usembassy.gov/resources/regional-english-language-program.html
English Learning Resources: Lesson plans for teachers, practice for learners, plus much more. http://americanenglish.state.gov/materials-learning-english
General Info Online and Worldwide
International Ecotourism Society: http://www.ecotourism.org/
Responsible Travel: http://www.responsibletravel.com/
Responsible Tourism Partnership: http://www.responsibletourismpartnership.org/
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XIII. BIBLIOGRAPHY
African Union. “Experts discuss the establishment of the Continental Free Trade Area.” African Union. April 7, 2014. http://pages.au.int/cfta/events/experts-discuss-establishment-continental-free-trade- area.
André, Pierre and Jean-Luc Demonsant. “Koranic Schools in Senegal: An actual barrier to formal education?” The African Econometric Society. July 8-10, 2009. http://www.africametrics.org/ documents/conference09/papers/Andre_Demonsant.pdf.
Asian Development Bank and BPS-Statistics Indonesia. “The Informal Sector and Informal Employment in Indonesia: Country Report 2010.” Asian Development Bank. Accessed July 30, 2014. http:// wiego.org/sites/wiego.org/files/publications/files/Asian-Devt-Bank-informal-sector- indonesia.pdf.
Banque de France. “Statistical series on the franc zone: WAEMU (UEMOA).” Banque de France. Accessed July 29, 2014. https://www.banque-france.fr/fileadmin/user_upload/banque_de_france/ Eurosysteme_et_international/WAEMU_Real-GDP-Growth_en.xlsx.
Chambre de Commerce d’Industrie et d’Agriculture de Dakar. “Pièces à Fournir pour l’Obtention de la Carte de Commerçant et Carte Import & Export.” Chambre de Commerce d’Industrie et d’Agriculture de Dakar. Accessed July 30, 2014. http://www.cciad.sn/index.php/servicesaux entreprises/2013-12-03-11-37-55/formalites/item/download/21.html.
Hasse, Karen. “Non-tariff barriers choke African trade.” Good Governance Africa. February 1, 2013. http://gga.org/stories/editions/aif-8-duty-bound/non-tariff-barriers-choke-african-trade.
ITC Communications. “Majority of Senegalese companies affected by non-tariff measures.” International Trade Centre. February 26, 2013. http://www.intracen.org/news/Majority-of-Senegalese companies-affected-by-non-tariff-measures/.
Johnson, Patty. “Apocalypse Now? Haiti as a New Frontier for Design.” Core77. May 9 2013. http:// www.core77.com/blog/strategy_research/ny_design_week_preview_apocalypse_now_haiti_as_a _new_frontier_for_design_by_patty_johnson_24853.asp.
Lo, Alassane, and Codou Samb. "La Creation de l'Entreprise." Manuel du Créateur D'Entreprise. Kaolack: Créa' Sénégal, 2013.
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Lugaz, Candy and Anton De Grauwe. “Schooling and Decentralization: Patterns and policy implications in Francophone West Africa.” UNESCO International Institute for Educational Planning. 2010. http://unesdoc.unesco.org/images/0014/001470/147099e.pdf.
MIT Observatory of Economic Complexity. “Learn more about trade in Senegal.” OEC:Obeservatory of Economic Complexity. Accessed July 29, 2014. http://atlas.media.mit.edu/profile/country/sen/.
Ndiaye, Dr. Valerie Quenem. “Module de Formation sur la Transformation des Fruits et Légumes – Kaolack.” March 5, 2012.
Ndiaye, Mbalo. “Senegal Agricultural Situation Country Report.” USDA FAS Global Agricultural Information Network. January 17, 2007. http://apps.fas.usda.gov/gainfiles/200701/14627 9961.pdf.
Russillo, Aimee, Martha Honey, Abigail Rome and Amos Bien. “Practical Steps for Marketing Tourism Certification.” Center for Ecotourism and Sustainable Development. Accessed July 30, 2014. http://www.responsibletravel.org/resources/documents/reports/Ecotourism_Handbook_III.pdf.
Senegalese Government. “Numéro national d’identification – Répertoire national des entreprises et associations : Décret n°95.364.” Droit-Afrique. Accessed July 3, 2014. http://www.droit- afrique.com/images/textes/Senegal/Senegal%20-%20Numero%20national%20identification.pdf.
The International Ecotourism Society. “Welcome Page.” The International Ecotourism Society. Accessed June 26, 2014. http://www.ecotourism.org/.
The International Ecotourism Society. “What is Ecotourism?” The International Ecotourism Society. Accessed June 26, 2014. http://www.ecotourism.org/what-is-ecotourism.
USAID. “The Entrepreneurship Toolkit.” USAID: Economic Development Division. September 21, 2011. http://egateg.usaidallnet.gov/sites/default/files/USAID_State%20Entrepreneurship%20Toolkit_0. pdf.
World Bank. “GDP (current US$).” World Bank. Accessed July 29, 2014. http://data.worldbank.org/ indicator/NY.GDP.MKTP.CD/countries.
World Bank. “World Development Indicators.” World Bank. Accessed July 29, 2014. http://data. worldbank.org/country/Senegal.
World Trade Organization. “World and Regional Export Profiles.” World Trade Organization. Accessed July 29, 2014. http://www.wto.org/english/res_e/statis_e/world_region_export_12_e.pdf.
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