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BOx 10
Key lessons learned from the success of NaCSA’s shrimp farmer society and
cluster management approach in India
•
Common problems successfully addressed
– The farmer societies comprise farmers
with different needs, interests, skills, and financial and technical capacity. However,
these farmers are united by a small number of common interests and objectives. Their
common problem of high prevalence of disease in their ponds has been addressed
successfully through collective action and implementation of better management
practices (BMPs) (which has developed into a “self-propagating” model where farmers
believe in the success of other farmers). The “win-win” situation created by adoption
of better management has provided a strong incentive for positive change. It is the
existence of this common problem that is being successfully addressed by the cluster
management model that has kept the farmer societies strong by providing them with a
good incentive to work together and has enabled them to grow.
•
Participatory approach –
From the beginning of the project by the Marine Products
Export Development Authority (MPEDA) and the Network of Aquaculture Centres
in Asia-Pacific (NACA) through to the establishment and activities of the national
Centre for Sustainable Aquaculture (NaCSA), a participatory approach has been taken.
This is shown, for example, by the importance placed on farmer-to-farmer information
exchange through demonstrations and farmer field days, enabling farmers to learn from
other farmers in a bottom-up way. This participatory approach has also enabled farmers
to articulate their needs, to which the project has been able to respond in a meaningful
way. Farmers have thus been empowered to take control of their own development.
•
Strong leadership
– The most successful farmer societies have strong leaders who have
vision and commitment, which is very important for society management and success.
•
Slow progress
– This project has been active for nearly ten years but has only recently
begun to show success on a large scale. Societies have only begun to achieve market
access through organic certification and building links with processors and overseas
retailers such as Sysco in the last year or so. This shows that it takes a long time to lay
strong foundations and achieve success.
•
Capacity building
– From the beginning, the MPEDA-NACA project was based on
building farmers’ collective and individual capacity to implement BMPs. This has
been the approach taken up to now, and NaCSA still focuses mainly on provision
of independent technical advice and capacity building at the grassroots level. This
independent advice and capacity building has secured the confidence of farmers and is
key to its success and sustainability. Also, as the main service provided by NaCSA is
capacity building and technical advice, farmers are not coming together to receive any
subsidies or monetary handouts, for example, but to address their common problems
together through the services being offered.
•
Institutionalization
– The MPEDA-NACA project was successful in building farmers’
capacity to combat disease through group implementation of BMPs. However, the project
would not have been scaled up without its institutionalization into government structures
through the establishment of NaCSA. This has been important for continuing and building
on the success of the original project and has been vital for sustainability. However,
institutionalization of successful projects into government structures may not always be
successful. NaCSA’s success is likely due to a combination of factors including the genuine
and strong support from government through MPEDA, continued cooperation with
NACA and the motivation and commitment of NaCSA’s staff, who provide continuing
support to the societies through regular field visits and attendance at society meetings,
ensuring they are constantly in touch with farmers and responsive to their needs.
•
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