FarmForAfrica consists of a broad spectrum of experience with excellent combined expertise in all aspects of the different applications of agricultural engineering. We believe in the principle of relationship synergy, and have structured all partnerships on the foundation of trust and an understanding of the unique contribution of each member towards the successful achievement of objectives.
Under the FarmForAfrica model participating farmers undergo training where they are equipped with skills to effectively mentor prospective farmers. They are assisted to, on an emotional level, work through their historical wounds and understand the role they can play in Africa.FarmForAfrica has accumulated a database of skilled farmers, many of whom have left agriculture because of political and social reasons in countries like South Africa and Zimbabwe. These farmers have become available to the rest of Africa and are eager to seize the opportunity.
This model, backed by the experience seated in FarmForAfrica, ad dresses the critical factors necessary for success that were identified in our study of various failed agricultural community projects in Africa.
Critical Success Factors
We are all aware of the huge need for sustainable agricultural development in South Africa and the larger African continent. This continent has been the graveyard of many agricultural projects and failed attempts of various good-intentioned organizations. A study of these failed attempts has provided us with valuable sources of information. FarmForAfrica has structured its approach based on these findings and has identified four critical success factors.
MENTORSHIP PROGRAM – Farmers are educated in mentorship skills to enable them to effectively transfer skills to prospective local farmers. This is the essence of “FarmForAfrica”.
Mentorship has nothing to do with a hierarchy of authority, but functions in a linear leadership style, where student and mentor are equal in fulfilling mutually agreed objectives.
A mentor must understand the local economic, social, and political dynamics of the community they will serve in. The commitment of this community is achieved through actively engaging in discussions, needs analysis and subsequent agreements.
CONTINUED MANAGEMENT – Projects are structured in such a way as to ensure the legitimate management role of FarmForAfrica throughout the project. This managerial role will include initial and in-service training and continued support through a panel of experts.
Local people are trained in all aspects of operations and management of a project, allowing the FarmForAfrica team to minimize their direct control, leaving an empowered leadership to continue.
MARKETING AND PROCUREMENT – As part of our policy, FarmForAfrica assumes the responsibility for marketing all products within a project.
Our strategy is to utilize the buying power of a project and company by centralizing all project-related procurement.
FINANCIAL MANAGEMENT – We believe in an open book accounting system and requires direct involvement in the financial management of a project.
We have invested in an integrated, web-based accounting and human resource management system that allows real-time reporting and transparency to all authorized members of a project.