About the workshop
The Vuasu Review and Livelihoods and Leadership Strenghthening Workshop was a 3 day workshop co-funded by Hivos (for the review and livelihoods) and Tutunze Kahawa Limited (for leadership and governance). This was the first workshop after the withdrawal of Tutunze’s commercial operations in Kilimanjaro and was intended as a workshop to strengthen the capacity of the Vuasu GALS champions to continue the GALS process independently from TKL.
The workshop was co-facilitated by Linda Mayoux and Grace Murungi.
8 original champions (5 women and 3 men) from the GALS Catalyst workshop:
Vuasu Operations Manager (man):
2 new and active champions (man and woman):
for the training were to:
- develop further skill in GALS tools in order to train other people
- learn to facilitate better and reach out to other people
- learn livelihood tools to expand business and start new business ventures
- be trained in good leadership skills in order to make changes in their communities
From the expectations above participants were divided after the Multilane Highway review into two groups:
- livelihood tools: Hawa, Yona, Khatib, GoodnessPrayGod, Ahadi, Paulin, ??
- leadership skills: Lickson, Anna, Elisante and Dina.
Facilitation skills were reinforced and discussed as the trainings went on, partly through participants facilitating themselves for parts of the time. Some people moved from one group to another to learn as much as they could from each.
Vuasu Review: Day 1 Multilane Vision Journey
The training started with the song of Empowerment Leadership Map (Ni mpango shirikishi) champions started drawing multilane monitoring to track down the changes in their lives and also number of farmers trained in GALS since the first training.
Champions drew a multilane of process since November 2013 when they were trained. The multilane consisted of three lanes on Vision Journey, Gender Balance Tree and Empowerment Leadership Map, following the usual way, the opportunity that helped them to reached the goals and challenges that they face, champion were explained that they continue to plan or to monitor whenever opportunities and challenges emerge. On the multilane, the milestones explained the actions on the three lanes, the milestone were split in quarters depending on champions plans, by July 2014 recorded all what had been achieved and the years target remained at October 2014.
GALS facilitation skills were revised with champions allowing each champion including the new ones to facilitate, applauding, singing and pair wise discussions were part of the training throughout the training session
Livelihoods Strengthening Days 2 and 3
The participants began by brainstorming individually, then sharing, ideas on possible businesses to diversify their livelihoods. They identified 40 different enterprises, including:
- Clothes enterprises
- Wood enterprises
- Maize business
- Cosmetics enterprises
- Seedlings business
- Groundnuts selling business
- Chicken business
- Hair dressing saloon
- Restaurant business
- Butchery business
- Fish selling business
- Water selling business
- Kiosk (retail shops for household goods)
- Pharmaceutical business
- Veterinary business
- Car selling
- Agricultural inputs business
- Motorcycle hire business
- Grain business
- Hard ware business
- Cattle fed business
- Chicken feed business
Business and coffee trees
Champions were then asked to choose one business that they would really implement when they went home. They were then taught the business tree and drew these for their chosen business, and also for coffee in their notebooks.
Business market map
The group was also trained on market mapping where the champions were asked to identify markets around them, challenges and opportunities were identified on each path, the market mapping was to assist champions to find new markets and look into prices of goods sold in different markets and getting right communication channels.
Business and coffee multilane vision journey
Champions were also trained on coffee business tree multilane where they analyzed income, expenditure and profit, champions realized that coffee is profitable and committed to increase production by practicing good agricultural practices, the coffee multilane is split into the activities of the coffee calendar by monthly .
Leadership Strengthening Days 2 and 3
Why do you want to be a leader? reflection and visioning
Participants were asked to why they wanted to be leaders. All participants came up with 5 different reasons why they wanted to be leaders. The next step was to draw a good leader, how a good led community would look like, and what does a good leader do? Different drawings came from all the participants explaining qualities of what they thought a good leader is! Discussions came around what they highlighted as qualities of a good leader for example one participants drew a fat man seated in front of thin people giving instructions to them as his car was parked by the side. From different discussions came from the group on what they all agreed as qualities of a good leader:
- hard working
- listens to people
- contributes to the needs of the society
- cares for people
- is a doer
- is a good advisor
- is a good manager
A leadership song was composed based on the qualities of a good leader and participants were asked to draw in their notebooks qualities of a good leader based on the decided upon qualities.
Leadership Diamond tool
Participants were asked to draw a shaped diamond and two lines were drawn to split and a middle line was drawn, on the left side qualities of a good leader were drawn, and on the right qualities good members were drawn and down wards left side, were qualities of bad leaders and right side qualities of bad members.
After the discussions, the similar qualities of both members and leader were drawn in the middle of the diamond tool; also the bad qualities were changed into positive and drawn in the middle, participants came to a consensus on qualities of both members and leaders.
Consensus on good leadership and good membership
|Leader||Qualities for both||Member|
Organisational governance map
The participants then came together to draw an institutional relationship map of Vuasu and the primary cooperatives. They discussed
- how the system worked for decision-making and benefits – which decisions are made where and by whom
- how far leadership was a challenge at the different levels
- specific barriers to women becoming leaders
The conclusion was that much of the challenge was due to political interference in approval of candidates and into the voting meetings themselves. This meant that even if good people were proposed and accepted their nomination, they could not even be presented for election.
Leadership Vision Journey
After the discussion on the Diamond the champions reviewed their leadership visions and drew their own vision journey for leadership in their community and/or cooperative.