Analysis of Fundación Paraguaya`s Financially Self

ANALYSIS OF FUNDACIÓN PARAGUAYA’S FINANCIALLY
SELF-SUFFICIENT AGRICULTURAL HIGH SCHOOL
DOCUMENTING A MODEL OF A FINANCIALLY
SELF-SUSTAINING SCHOOL AND THE OPPORTUNITIES AND
CHALLENGES FOR REPLICATION
Paraguay
February 9, 2008
This study was prepared by Andrew Baird and Whitney Harrelson of Making Cents
International for the Inter-American Development Bank. Any errors or omissions are
solely the responsibility of the authors.
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Table of Acronyms
BTA
Bachillerato Tecnico Agropecario
CCF
The Christian Childrens’ Fund
CGAP
The Consultative Group to Assist the Poor
DAP
Desarrollo Agricola de Paraguay
FMSD
Fundación Mario Santo Domingo
FPS
Fundación Paraguaya School
FROSEP
Fundación Redentorista de Obras Sociales y Educacionales de Pilar
IDB
Inter-American Development Bank
MAG
Ministry of Agriculture and Livestock
MEC
Ministries of Education and Culture
OM
Opportunities for the Majority
PBS
The Public Broadcasts Service
SENACSA
Sevicio Nacional de Calidad y Salud Animal
SIAB
School in a Box
TAM2F
Teach a Man to Fish
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Table of Contents
1. Introduction ..................................................................................................................... 5
2. Background on Fundación Paraguaya ............................................................................ 5
3. Description of School’s Model ....................................................................................... 7
3.1 Student Selection and Admissions ............................................................................ 8
3.2 School Management, Administrators and Teachers ................................................. 9
3.3 Programmatic/Academic Approach ........................................................................ 12
3.3.1 Technical training ............................................................................................ 13
3.3.2 Entrepreneurship and business training ........................................................... 14
3.4 Community Connections ........................................................................................ 17
3.5 Financial Sustainability ........................................................................................... 17
3.5.1 Income streams ................................................................................................ 18
3.5.2 Importance of an “Anchor” industry................................................................ 19
3.5.3 Costs................................................................................................................. 20
3.5.4 Balancing the goal of self sufficiency with academic objectives .................... 20
3.5.5 Market Linkages .............................................................................................. 21
3.5.6 Accounting Systems......................................................................................... 22
4. Graduates ...................................................................................................................... 23
5. Key Conditions Needed for Replication of Model ....................................................... 28
6. Building Blocks and Next Steps Needed to Successfully Replicate Model and Increase
Impact ............................................................................................................................... 31
6.1 Assessment of “School in a Box” for School Administration ................................ 31
6.2 Recommendations for “School in a Box” for Curriculum ...................................... 32
6.3 Teacher Training ..................................................................................................... 33
6.4 Network of Schools and Technical Assistance ....................................................... 34
6.5 Creation of Specific Educational and Administrative Tools .................................. 34
6.6 Communications Strategy ....................................................................................... 35
6.7 Financing the Model’s Start-Up Costs.................................................................... 36
7. Identification of Opportunities for Replication of Model in Latin America ................ 36
7.1 Escuela Agricola San Isidro Labrador de Pilar, Paraguay ...................................... 37
7.2 Cafetalera La Bastilla, Nicaragua ........................................................................... 38
7.3 Other Organizations Interested in Model in Latin America ................................... 40
8. Linkage of FPS Model to IDB ...................................................................................... 41
8.1 Self-Sustainable Agricultural High School as an OM Business Model ................. 42
8.2 Meeting the OM Criteria to Obtain IDB Support ................................................... 43
8.3 Connection to Other IDB Operations ..................................................................... 47
8.4 Exploration of Possible IDB Support for FPS Model............................................. 48
9. Conclusions ................................................................................................................... 50
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Case Analysis: Fundación Paraguaya’s Self-Sufficient Agricultural
High School and the School’s Potential for Replicability
1. Introduction
The Fundación Paraguaya, a non-profit social enterprise founded in 1985, has developed
an innovative financially self-sufficient agricultural high school that equips students from
low-income rural families with the skills, knowledge and attitudes to become rural
entrepreneurs. Having just completed its fifth year of operation with Fundación
Paraguaya, the school provides a high-quality education that has enabled 100 percent of
its graduates to create self employment opportunities, become employed in the
agricultural sector, teach at other agricultural schools, or continue their educations at the
university level. In addition, as of fiscal year 2007, the school attained its goal of
becoming financially self-sufficient.
The Inter-American Development Bank (IDB) contracted Making Cents International to:
•
•
•
•
•
document the model and the experience of creating a financially self-sufficient
agricultural high school;
identify key factors for the success with the object of replication;
review the “School in a Box” series that describes the administrative functions of the
school with a view to replication;
assess the potential of the model as a vehicle for expanding economic opportunities
for the majority; and
identify opportunities for replication in other schools and countries throughout Latin
America.
The consultant team traveled to Paraguay from December 3 through December 14, 2007,
meeting with senior staff at Fundación Paraguaya; the San Francisco School’s staff,
teachers, students, board members, and alumni; current and potential employers of the
school’s students; government representatives; and IDB staff.
The following report documents the findings of the team.
2. Background on Fundación Paraguaya
Fundación Paraguaya develops innovative, integrated, and self-sufficient programs that
aim to reduce poverty and unemployment. It is based in Paraguay and has global reach
through its networks and dissemination strategies. Founded in 1985, the Fundación
created Paraguay’s first microcredit institution so as to increase the access of low-income
microentrepreneurs to finance and business opportunities. Fundación Paraguaya’s
microfinance operation has become one of the Fundación’s many programs. According
to Fundación Paraguaya, its 18 branches in 10 departments have helped create 30,000
new jobs through their lending of over US$97.6 million and by providing technical
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assistance to 47,000 microentrepreneurs. It currently manages a portfolio of 24,000
clients and US$9.5 million. The Fundación is a founding member of the ACCION
International network in Latin America, and complies voluntarily with all the regulations
that the Central Bank of Paraguay imposes on microfinance institutions. However, it has
remained a non-profit institution and does not accept deposits. (Kehler 2008)
Fundación Paraguaya has received international awards and recognition for its social
innovation (e.g. IDB Award for Excellence in Social Entrepreneurship – 2004; Schwab
Foundation – 2004; Skoll Foundation – 2005); its high-performing microfinance program
(e.g. IDB League of Champions – 2004, 2005, 2007); and its financial transparency
(CGAP – 2004, 2005, 2006; MarketMix – 5-star rating).
In 1995, Fundación launched Paraguay’s first entrepreneurship, technical and financial
education program for young people. It is based on Junior Achievement’s model and
offers courses to promote financial literacy and entrepreneurship skills to children and
youth in grades 1-12, as well as simulations, mobile and rural trainings on information
and communication technology, incubators for youth businesses and entrepreneurs,
special events, and access to finance. To date, more than 91,000 young people from 50
towns have participated in this program, and more than 5,000 members of Paraguay’s
private sector have served as volunteers. Also, 30,600 young entrepreneurs comprise
Fundación Paraguaya’s portfolio of borrowers, and have repaid their loans at a rate of 96
percent. (Burt bio 2007)
In 2002, the Congregation of the La Salle Brothers approached the Fundación to discuss
the financial strains the agricultural school it managed with the Congregation of San
Francisco Missionary Brothers was enduring and because it felt its school needed a more
entrepreneurial focus. The La Salle Brothers became aware of Fundación Paraguaya
because the Fundación taught Junior Achievement courses in some of the La Salle
Brothers’ schools. They thought that by integrating some Junior Achievement programs,
the school could be more effective at preparing students to overcome poverty. Since
1980, the La Salle Brothers had been offering low-income students from around the
country a Catholic high school education at this agricultural boarding school, which is
located 46 kms. from Asuncion in Cerrito, Paraguay. Cerrito is in the Department of
Presidente Hayes in Paraguay’s Chaco region.
The Brothers concluded they could not continue to operate their agricultural school in
Cerrito because the government had cut back its subsidies to the school and they could
not cover the school’s sizable deficit without jeopardizing other educational programs.
The Congregation of the La Salle Brothers offered to transfer the agricultural school to
Fundación Paraguaya in the hope that the Fundación would be able to rescue the school
from bankruptcy and continue the mission of educating the children of Paraguay’s poor
farmers. (Kehler 2008)
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3. Description of School’s Model
Fundación Paraguaya saw an opportunity not just to educate the rural poor, but to
transform them into rural entrepreneurs who would have the entrepreneurial and technical
capacity to lift themselves and their families out of poverty, while simultaneously
ensuring the sustainability of the school. They also saw the school as fertile ground to test
their theory as to why rural poverty has persisted in Paraguay. Fundación Paraguaya
believes that the main causes of rural poverty in Paraguay are related to farmers lacking
an understanding of how to live off the land via farming; entrepreneurial skills; access to
finance; knowledge on how to use available natural resources; and experience working in
groups (e.g. cooperatives) so they can take better advantage of economies of scale1. (San
Francisco 2005) While the Fundación had found most small-scale farmers to be skilled in
production, they often saw them not earning any money because they did not have
business or entrepreneurial skills.
Fundación Paraguaya agreed to take over the school and purchased 14 of the campus’s 62
hectares while the Congregation donated the rest along with the school’s buildings, active
telephone lines, and artesian wells. At that point, the school effectively became
Fundación Paraguaya’s third program, which contributes to the Fundación’s synergistic
model by adding value to the microfinance and youth entrepreneurship programs while
maintaining a separate budget and finances.
The San Francisco Agricultural High School under Fundación Paraguaya’s management
has the mission of being a financially self-sufficient high school that promotes the
entrepreneurial spirit among poor rural youth. The Fundación also committed to the
Congregation of La Salle Brothers when it took over the school that it would do the
following:
1. Continue providing a technical education to young, rural farmers on agriculture
and livestock;
2. Introduce academic and administrative reforms into the school;
3. Invest resources to bring the school out of bankruptcy and build new
infrastructure;
4. Maintain the boarding school system;
5. Open credit lines for graduates and facilitate their access to credit for production;
6. Develop mechanisms for graduates to apply what they learned at the school in
their communities of origin; and
7. Provide technical assistance to graduates.
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The Fundación also recognizes other factors that contribute to rural poverty, which include: land reform,
traditional charity and aid, equipment and subsidies that have not worked; strategies that have not
effectively addressed the problem of farmer inefficiency; and the fact rural schools often teach courses that
are disconnected to students’ realities.
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In order to achieve these objectives, Fundación Paraguaya has taken a multifaceted
approach centered on the belief that self-sufficient farmers need to be trained at selfsufficient farm schools. The approach combines traditional high school subjects with
entrepreneurship training and hands-on learning via school-based agricultural enterprises
in a way that develops a mindset of entrepreneurship, independence, and self-sufficiency.
Fundación Paraguaya’s experience with its microfinance program, as well as its
entrepreneurship education program, informed the creation of this learning program. It
aims to ensure that students graduate ready to succeed as rural entrepreneurs, obtain midlevel jobs in modern agriculture, teach at other agricultural schools, or attend university.
It also intends to enable youth to lift themselves out of poverty, create new jobs, and
contribute to their communities’ economic development with a new entrepreneurial
mindset.
3.1 Student Selection and Admissions
True to its mission, students at Fundación Paraguaya’s self-sufficient agricultural school
(FPS) are recruited from across the country, from even the remotest rural areas.
Fundación Paraguaya has effectively used its microfinance offices to publicize and
promote the school in their neighboring communities. The first two classes (2003 and
2004) were comprised primarily of students recruited through these MFIs; however,
recent classes have learned about the school through a variety of sources such as,
neighbors, extended family members, siblings and government officials. Historically an
all-boys school, the FPS began to admit girls in 2006. The class of 2008 will the first to
include female graduates. Currently the school has 123 students, 17 of whom are girls.
Students apply to the school by submitting a written application and proof of having
passed the 9th grade. They are selected largely based on their meeting the following
criteria:
•
•
•
A demonstrated interest in the agricultural or
agribusiness sector;
Completion of the ninth grade or equivalent;
Hard work ethic and positive attitude.
In addition, the typical profile of students that are
selected to attend the school include the following
characteristics:
•
•
•
•
Come from large families with few resources;
Come from rural communities that usually have one
economic activity;
Have sufficient family land holdings to which they
can return to put into practice what they learned at
the school;
Have low levels of academic understanding due to
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the combination of family work responsibilities, poor quality of local schools, and the
distance they live from schools. (Annual 2006)
Applicants meeting these criteria are then invited to the school to interview with the
school staff, take an admissions test, and participate in a two-week evaluation/orientation
program. The interview is an informal interview that includes the student’s parents. The
test evaluates the student’s level of understanding in areas such as Math, Language Arts,
Sciences and Social Studies.
Finally, the two-week evaluation is a time for both parties to assess each other and see
whether there is a good fit. Applicants live at the school during this period and are given
basic orientation. They also are expected to work with current students as they attend to
their various agricultural enterprises. This may include working in the bio-intensive,
organic garden, helping to care for the dairy herd and other animals, taking school
produce to the roadside store, and assisting in the on-campus rural hotel. In addition,
applicants participate in other activities typically undertaken by students such as,
classroom work, up-keep of dormitory rooms, cleaning common areas and recreational
activities. Applicants are thus afforded a taste of what they will be required to do
throughout their three-year education at the school.
Staff of the school then assesses each applicant by reviewing his or her application,
admissions test scores, and recommendations, as well as input from school staff and
current students at the school. Students also evaluate applicants. These student
evaluations are seen as an important component of the evaluation process, as those who
will be admitted will be working closely with the current students on the various
agricultural enterprises. In short, students want to be sure their peers have the necessary
work ethic so that they will share in the work load as required.
If students are accepted, they pay G.100,000 annually, which is the equivalent of about
US$21, and their parents pay G. 80,000 (or US$17) monthly to cover the costs of their
food, boarding, and school supplies2. Students can elect to pay half of this month fee by
performing chores on weekends. The students must also be able to bring their own basic
farming implements, including a hoe, shovel and machete. However, no students are
turned away simply for lack of funds. (Cateura 2007)
3.2 School Management, Administrators and Teachers
The San Francisco school has a relatively lean staff comprised of the following positions:
The school’s Director, who has experience in academics and business, oversees the
Production Chief, Academic Director, and Finance and Administration Staff. The current
Director worked for Fundación Paraguaya’s microfinance program for over 10 years
2
The average annual cost to attend a government-funded public school in Paraguay is G. 50,000, which is
the equivalent of US$11. Parents associations also usually pay about G. 30,000 – G. 100,000 (US$6 –
US$21) per month to schools their children attend in addition to the G. 50,000 to help the schools cover
basic needs that are not being met by decreasing government subsidies.
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before he transitioned to be the school’s Director. His responsibilities largely consist of
ensuring the school reaches and maintains financial self-sufficiency, while also achieving
its academic mission. More specifically, he is in charge of sales (e.g. ensuring production
responds to market demand and is sold); overseeing the school staff and students
providing technical assistance to organizations, other schools, and entrepreneurs;
ensuring graduates obtain employment or engage in other income generating activities;
and supervising the school’s financial results. He also develops and maintains the
school’s partnerships with the local community, members of the private sector, and
representatives of all levels of government.
The Production Chief has experience in academics and farming that enables him to lead
the school’s production staff in their efforts to teach students rural production while
raising income for the school through the school’s enterprises he oversees.
The Academic Director has experience teaching and is knowledgeable about the Junior
Achievement and entrepreneurship curriculum. She plans, supervises, and evaluates the
school’s curriculum; coordinates learning; and ensures there is a strong connection
between classroom-based learning and the production-based learning. She also helps
develop the teachers’ capacities to teach courses the country’s formal education system
requires as well as courses and production activities related to entrepreneurship.
Finally, the Finance and Administration Staff keep track of the costs and the income
the school generates to ensure the school is on track to achieve and maintain financial
self-sufficiency. Most of the management and administration staff at the San Francisco
Agricultural High School are new to the school, brought in by the Fundación. (“How To”
2007)
The teachers who currently work at the school are from the school the La Salle Brothers
managed, which created one of the first challenges Fundación Paraguaya had to
overcome. As these
teachers are products of
Paraguay’s traditional
formal education system,
they had not been exposed
to entrepreneurship
training, experiential
teaching styles, or a
teaching schedule that
connects classroom-based
learning with technical
production. Fundación
Paraguaya subsequently
had to go to significant
lengths to build the
teachers’ capacities to teach
in a way the Fundación
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knew would enhance the students’ understanding of the material and also gain their “buy
in” to the process. It often was not an easy feat to change the mentality of the teachers so
they would think entrepreneurially and have the “entrepreneurial spirit” they must
cultivate in their students. Additionally, it was difficult at times to get the teachers on
board for the increased amount of work and effort they would have to generate in order to
make this financially self-sufficient model work. (Acosta 2007).
Fundación Paraguaya had to turn the traditional perception of how schools function on its
head. For example, a common understanding is that teachers are to teach as best they can,
students are to learn as best they can, and school administrators are just required to pay
teachers, usually irrespective of their performance. Under the Fundación’s self-sufficient
school model, the teachers have a direct impact on the financial health of the school.
They are therefore held more responsible for the learning of their students because if the
students are not learning the business and production concepts properly, their schoolbased enterprises will fail, and if their school-based enterprises fail, the school will not
generate the funds necessary to become or stay financially self-sufficient - and the model
collapses. (“How To Educate” 2007)
Also, students are required to implement their learning through the school-based
enterprises. How they do so will reflect on how well the teachers taught them, as well as
on their own efforts. If the students do not make the effort to learn and implement their
knowledge properly, the school-based enterprises will fail, and the school will not
generate the funds necessary to become or stay financially self-sufficient - and the model
collapses.
Therefore, tremendous responsibility for the future of the school and its students rests
with the teachers, and the teachers’ own financial stability relies on their effectiveness.
Needless to say, a few teachers left after the initial few months of the model’s
implementation as some were not willing to put in the extra effort, while others were not
comfortable with the new teaching methodologies. Others were asked to leave because
they did not show up for the required number of meetings per month, a tactic aimed to
build coordination as well as a feeling of ownership in the school.
To keep the teachers who were interested in being part of the FPS model and who
demonstrated willingness to implement it, Fundación Paraguaya created various teambuilding and incentive programs targeting the teachers. The administrators also organized
team-building activities for the teachers to get them on the same page as the school’s
philosophy, and to change some entitlement and dependency mindsets they exhibited.
The teachers also have received non-pay incentives such as opportunities to participate in
international forums and provide consulting services to other schools. In January 2008,
faculty and staff received a bonus of an additional month’s salary, following the school’s
achieving a small surplus at the end of FY2007. The 10 technical and academic area
teachers who remain appear dedicated to the model, especially as they have seen the
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impact it has had on the students3. They have also adopted more entrepreneurial
mindsets, a change critical to the success of the school.
As the school’s budget is decentralized, the teachers contribute to the writing of it and see
the impact of their work on the school’s financial position. They are becoming
increasingly conscious of decisions they make to ensure the budget is in line with the
school’s objectives. For example, the teachers were the ones who decided to do away
with the tractors the original school had, since the tractors’ depreciation values and
maintenance costs were very high. They realized they could rent tractors when necessary
and do much of the work by hand. As one school administrator said, “Everyone turns out
the light.” For teacher profiles, see Annex B.
3.3 Programmatic/Academic Approach
Through its unique combination of academic education and technical training, FPS’s
accredited program is designed to develop and support “rural entrepreneurs4”. Students
are prepared to achieve success in a range of agricultural production and processing
fields, whether on their family farms, as extension agents or as employees of small to
large agri-businesses. Woven throughout the fabric of the academic, technical, and social
programs at the school are the concept and practice of self-sufficiency.
The FPS curriculum is divided into the following three primary components: the standard
state-required secondary school curriculum, technical agricultural training, and
business/entrepreneurship education. A general listing of the topic areas in each of the
three components follows:
Table 1
Standard educational
topics
Physics, Chemistry,
Math
Ethics, Psychology
Technical Agriculture
Entrepreneurship/
Business Skills
Animal Husbandry
Entrepreneurship
Agriculture
Banks in action
Horticulture
Business simulations
Spanish, Guaraní,
English
Sociology,
Anthropology
History, Geography
Pastures
“The Company”
Forestry and fruit
“The Cooperative”
Economics
Teams
Selling Fairs
3
The technical teachers stay at the school all day, while the issue-area teachers teach their classes and then
leave. They are commonly called “taxi teachers.”
4
The school awards a high school diploma, known as a Bachillerato Tecnico Agropecario (BTA), that is
jointly administered by the Ministries of Education and Culture (MEC) and the Ministry of Agriculture and
Livestock (MAG).
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Standard educational
topics
Technical Agriculture
Entrepreneurship/
Business Skills
Personal and Social
development
Physical education
Agricultural machinery
Agricultural economics
Entrepreneurship
Forums
Internet
Community work
Rural administration
Internships
Cutting across each of these topics are the following six principle competencies the
school aims to impart to their students. These are:
1. learn to be (autonomy, moral justice, personal responsibility, communication,
leadership)
2. learn to live together (integration with others, participation in groups, democratic
leadership, acceptance of socio-cultural diversity)
3. learn to understand (manage cognitive strategies: selection, comprehension,
memory, integration, and monitoring; and manage meta-cognitive strategies:
planning, control and regulation of your own learning)
4. learn to do (resolute action and technical-vocational training for work)
5. learn to be an entrepreneur (initiative, self-management, and concentrating on
personal goals; spirit of research and analysis; capacity to confront contingencies
and generate alternative opportunities; be proactive and look for your own good
and that of others)
6. learn to make money (do a business plan, analyze equilibrium point, balance,
cash flow)
In addition to these academic areas, students learn carpentry, basic mechanics and electric
skills, and computer literacy. The campus computer center provides access to the internet
where students are encouraged to do research, and take advantage of educational
opportunities around the world. (“Escuela” 2007)
3.3.1 Technical training
A wide range of technical agricultural training and practical experience is offered through
the school’s hands-on approach to technical education. Student-run agricultural
enterprises form the core of the technical training experience students receive during their
three years at the school. Currently there are 11 such enterprises divided between
agriculture, animal raising, and processing. The current list of enterprises includes the
following:
Intensive organic vegetable gardens
Field crops
Poultry raising
Pork production
Cattle
Goats
Rabbits
Aquaculture
Beekeeping/honey production
Milk production
Dairy processing (cheese, yogurt, dulce
de leche)
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Students alternate weekly between classroom-based academic instruction and fieldoriented technical training. While one half of the student body is in the classroom, the
other half receives technical training. In addition, smaller groups of students alternate
responsibility for working on the weekends in order to maintain the agricultural
enterprises. Weekend work requires feeding the animals, milking the cows, and cleaning
the stalls, among other activities. Holidays and vacation periods are also covered by
students. For an example of a daily student schedule and for a further explanation of their
academic work, see Annex C.
First-year students rotate between each of the agricultural enterprises on campus, learning
the fundamental elements of each one. Second-year students begin to specialize in one or
more of the technical disciplines, learning the more advanced aspects of each enterprise
and beginning to take more responsibility for the business elements, including accounting
and marketing. Third-year students specialize in one of the technical areas and deepen
their entrepreneurial skills by assuming primary responsibility for the profitability and
productivity of the agricultural enterprise in which they specialize. (Cateura 2007)
The cornerstone of the third-year student experience is the development of a personal
“life plan” as well as a business plan for an enterprise that can be started upon graduation.
The “life plan” outlines a
plan A, B, and C for avenues
that graduates may be
interested in going down
once they leave the school.
Plan A might be starting a
poultry business for example.
Plan B might be attending
university, and Plan C might
be working for an
agribusiness company. The
business plans are based on
the learning and experience
the students have gained
while operating the
agricultural businesses at the school and outline in some detail how they might launch
their own enterprise. While not every student is expected to pursue their business plan
immediately upon graduation, Fundación Paraguaya has arranged for a line of credit for
each student from its microfinance institutions. If they do choose to access this line of
credit the Fundación’s microfinance officers must approve their business plans. (Acosta
2007)
3.3.2 Entrepreneurship and business training
The third component of the FPS curriculum is business and entrepreneurship training.
Onto Junior Achievement’s model, Fundación Paraguaya has added numerous other
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practical elements which together comprise this part of the school’s curriculum. Table 1
above provides an overview of many of the elements of the business training. These
include classroom-based learning activities, simulations, and hands-on experience
selecting, building and running a small business in a group setting.
Of note is the emphasis that is placed on learning the advantages and dynamics of doing
business in a cooperative setting. Cooperatives have had much success in the Paraguayan
cultural context. Recognizing this, the school has developed training materials and
practical exercises to teach students how to operate a basic cooperative business. The
culmination of this experience is the student-run cooperative, or student store, that the
third-year students manage. Those operating the coop have full responsibility for what is
sold in the store, which is often personal items, such as soap and toothpaste, but also
music, books, food, and some of the produce from the school enterprises. Students are
then able to use the income from the store as they see fit. (One of the current uses is to
pay for cable TV in the student lounge!)
In addition to the agriculturally-based enterprises, the school operates several other
income generating activities, with the assistance of the student body. These enterprises
play a key role in the schools financial self-sufficiency and also in the business and
entrepreneurship education of the students. These other activities include a hotel operated
on the school campus and a small store (or “parador”) on the main road in front of the
campus.
The hotel is used for a variety of purposes from hosting conferences and events, to
lodging groups of eco-tourists and training participants. Students participate in all aspects
of running the hotel, from helping to check in guests, to responding to requests or
complaints, to general cleaning and maintenance. The school Director noted that the hotel
is one of the great learning grounds for how to deal with customers in a confident and
respectful way. Guests come from all over the world, which means students gain
important skills of dealing with people of different backgrounds and cultures. Students
are coached by teachers and other students on how to communicate effectively with the
hotel clients.
Another student-run store (or
“parador”) is used to sell some of the
school’s products in the community,
including fresh milk, cheese, dulce de
leche, and yogurt. Several of these
products have been labeled with the
name of the community “Cerrito” to
build brand loyalty in the local market.
Other products such as drinks,
packaged food items, and cakes are
also sold. Students run a small
restaurant at the store, which serves
breakfast, lunch, and dinner to
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members of the local community and those who drive on the main highway that goes
through the Chaco, and which is located immediately in front of the parador. Students
who work at the store learn about retail operations, inventory control and management,
customer relations, and other skills.
Finally, students participate in a weekly market in Asuncion where they are able to
interact directly with customers, negotiate selling prices (within a pre-determined range)
and practice their marketing skills. This market affords the students an opportunity to
receive direct feedback from customers or potential customers on the quality of products
or produce they are offering, and they can observe what others (i.e. the competition) in
the marketplace are doing.
Integration of the curriculum components – While the three components of the
school’s curriculum are clearly complementary, there is still room to improve the degree
to which they are integrated. This is true both in terms of the topic areas themselves and
the methodology that is used to deliver them. As the curriculum is largely driven by a list
of competencies to be achieved in each of the subject and technical areas, a concerted
effort should be made to find the intersections of each of the components and develop
integrated approaches to delivering this subject matter.
Topical integration – While the business training and technical training share a number
of common elements, more could be done to build business training on the real life
examples of the school’s enterprises and better integrate the business and technical
training with the “common” curriculum or standard curriculum components. Math
classes, for example, could be taught around establishing costs and revenues of
enterprises, finding break-even points, calculating unit costs, etc. Social studies classes
could integrate cultural aspects of marketing, product development and communication
strategies. Sciences could make use of the agricultural activities for establishing
experimental environments, studying the effects of soil conditions, different types of
feed, etc.
Methodological integration - Many of the examples of how to leverage the experience of
the student-run enterprises cited above are dependent upon all teachers and staff
embracing experiential or action-based learning methodologies. This is a goal that has
clearly been articulated by the school Director and staff; however, its success will largely
depend upon the degree to which teachers are provided with the appropriate incentives
and training that will encourage and enable them to transform their teaching
methodologies. Over the first several years of the school’s transformation, several
teachers were unable or unwilling to adapt to new teaching methodologies and left the
school. While there has been some movement towards more experiential methodologies,
more remains to be done, particularly in the “common” curriculum. In particular, these
classes need to leverage better the rich environment for creating hands-on learning
experiences that re-enforce more theoretical classroom-based lessons. Theory is
important as a basis for understanding, but the hands-on opportunities to see the theory in
practice are what will bridge the gap between understanding and knowing.
16
3.4 Community Connections
In regards to the school’s connection to the local community, Fundación Paraguaya has
gone to great lengths to enhance the relationship which was largely non-existent under
the La Salle Brothers’ leadership. The La Salle Brothers had essentially separated the
school from the community, as it did not interact with community members or engage the
community in any of the school’s activities. Under Fundación Paraguaya, the school
offers a store, restaurant, and hotel the community can use, its students volunteer in the
local indigenous community, and its teachers and students are starting to offer technical
extension services to local agricultural producers. As discussed in the section on the
school’s graduates, many former students of the school also return to their home
communities to start their own or support their family’s farming operations, sharing their
knowledge with their family and community members. (Solomon 2007)
3.5 Financial Sustainability
One of Fundación Paraguaya’s explicit goals from the outset in 2002 was to transform the
San Francisco school into a financially self-sufficient agricultural high school. This goal
seemed a long way off when the management team of the Fundación Paraguaya informed
a surprised Ministry of Agriculture and Livestock that they would not take the
government subsidies offered to the school, and they were faced with large operating
deficits. However, after five years, as of December 2007, the school had attained this
important and challenging goal.
As aforementioned, when the FPS was transferred to Fundación Paraguaya, the school
was in need of significant investment to rebuild an aging and run-down infrastructure.
This initial capital investment was made through several grants received by the
Fundación, while the operational costs of the school were and have been to date
supported by the microfinance division of the Fundación.
The FPS has been guided by a business plan that presents the school’s existing financial
position, planned initiatives, costs and income streams, and strategic management
information. The table below provides a summary of the operating costs and income
generated by the school over the past five years. Figures for 2008 are projections derived
from its current business plan.
Table 2
US$
2003
2004
2005
2006
2007
2008
Income
42,814
45,182
97,434
233,601
253,016
336,112
Costs
199,239
223,261
277,993
316,110
250,710
323,931
-82,510
2,306
12,180
74%
101%
104%
Results
-156,424
Self21%
sufficiency
(“Escuela Agricola” 2007)
-178,079
-180,559
20%
35%
17
In the long-run the school hopes to generate enough income to achieve the following
goals:
•
•
•
cover it’s operations costs with-out a loan from FP’s microfinance program, or at
a minimum be able to pay interest on the loan;
have sufficient funds make capital investments and be able to service any
necessary loans; and
have the resources to invest in the growth or development of new school-run
enterprises.
3.5.1 Income streams
The re-organization of the school in 2002 included identifying a diverse set of income
generating opportunities. These opportunities came in the form of independent
school/student-run enterprises – each its own profit center that simultaneously provided a
teaching platform for agricultural technical topics. Each enterprise developed its own
business plan, taking into account such considerations as:
•
•
•
•
•
•
available resources, such as land and
access to fodder;
potential markets;
appropriate scale that would produce
income, but remain small;
storage and transport considerations;
teacher and staff competencies; and
relevance to students’ ability to
become rural entrepreneurs.
These enterprises are closely monitored
on a daily basis through the school’s
accounting system; as a result, changes
to profitability, income or costs can be identified quickly and addressed as necessary.
Challenges - Generating income in the first few years proved to be a daunting task for a
number of reasons including:
•
•
Lack of markets for produce - (professors and staff had been allowed to take much or
most of the produce from the school’s agricultural activities for their personal use and
had never had to seek outside markets).
Production needed to be transformed to be more in line with market demand. For
example, the pig raising enterprise now primarily serves the market for suckling pig,
a high margin market, rather than for other pork products that do not offer as high a
yield.
18
•
Poor infrastructure needed to be refurbished in order to reach proper scale efficiently.
For example, the dairy processing needed investments in storage tanks and boilers to
meet the required production capacity to commercialize.
In addition to the student-run agricultural enterprises, four other income streams have
been developed at the school. These include the two mentioned previously – the hotel
and the store-- as well as a conference center and consulting services school staff and
teachers perform as technical experts. They offer these services currently to other schools
and institutions hoping to replicate the achievements of the San Francisco school. The
attached Excel file summarizes the income and expenses from each of the 18 current
sources of school generated income for calendar year 2007. One additional source of
income includes school fees paid by the students and their families.
3.5.2 Importance of an “Anchor” industry
A review of the table below reveals that the student-run agricultural enterprises generated
approximately 16% of the school’s revenues in 2007, while the hotel generated 17%,
events and courses 23%, and technical assistance provided by staff and faculty of the
school accounted for the largest percent of income at 31%. These figures underscore the
importance of an “anchor” industry or industries that provide a steady source of income
to the school. The largest gains in income over the previous several years have been in
the conference and event income and the consulting services.
Sources of income:
•
•
•
•
•
•
•
•
•
Animals:
Crops:
Dairy industry:
Hotel:
Events and courses:
Student fees:
Community store:
Technical assistance:
Others:
Distribution of costs:
13%
2%
1%
17%
23%
5%
2%
31%
4%
•
•
•
•
•
•
•
Salaries:
Depreciation:
Balanceados :
Food for people:
Electricity, Internet,
and phone:
Maintenance:
Fuel and transport:
45%
18%
13%
8%
6%
4%
4%
Looking to future growth in income, while some gains may be made from the agricultural
industries, the hotel (at less than a 50% occupancy rate in 2007) and revenue from
conferences will likely be the most significant growth areas. The importance of the
hotel’s revenues in the school’s overall income reflects the shift that needs to take place
in rural communities from a dependence on crop income to a provision of a broad range
of agricultural products and services.
19
3.5.3 Costs
In its efforts to become financially self-sufficient, the FPS was required to become
extremely cost conscious. Measures included:
•
•
•
•
reducing staff – the largest single line item in the school’s budget;
reducing dependence on capital-intensive production methods – for example, the last
tractor has been sold and when field crops are planted, tractors can be rented locally.
Dispensing with the tractor reduced not only the operating costs, but reduced the high
depreciation costs related to the tractor;
requiring that students provide their own basic farming tools – far fewer tools have
been lost since this policy was initiated; and
relying more heavily on the production of the school to feed the student body and
staff.
The combination of this fiscal discipline and the increase in income generated by the
school has resulted in the FPS being able to cover 101 percent of its total operating costs
for 2007.
3.5.4 Balancing the goal of self sufficiency with academic objectives
A clear danger exists in this model favoring income
generation or cost savings at the expense of learning
objectives and academic goals. While all teachers
and staff are deeply implicated in the efforts to
achieve financial self sufficiency, those involved in
the technical instruction are particularly
responsible. Each of the technical teaching staff is
ultimately responsible for the financial result of the
enterprise under his or her supervision, and in
meeting the results forecast in the enterprise’s
business plan.
After attending separate agricultural
schools their first year, Anna, who
attended a local school, and her
brother, who had attended the FPS,
were comparing educational
experiences. Overhearing the
conversation and learning about how
practical the FPS curriculum had
been, their parents decided then and
there that Anna would transfer to FPS
and become part of the first class of
girls to graduate from the school.
Anna is due to graduate next year and
she and her parents could not be
happier with their decision.
The FPS has mitigated this danger to an extent by
requiring each enterprise to develop detailed
business plans that are approved and agreed upon
by the school Director. These plans establish
realistic goals for each of the enterprises, not pitting one against another in terms of it
ability to generate revenue, but balancing the academic and training value with the
potential financial cost or benefit of that enterprise. Nothing indicates the school’s
commitment to this principle better than the fact that at least three of the school’s
enterprises - rabbit raising, beekeeping and aquaculture – are projected to lose money
each year. However, they are maintained as a part of the curriculum for the learning they
provide. In each of these cases the lack of scale is one of the largest contributors to these
20
enterprises’ inabilities to cover their own operating costs. The school would need to
increase scale significantly to improve revenues, or make capital investments to upgrade
equipment in order to make these operations viable at their current scale. Therefore
students interested in these sectors in their professional careers following graduation have
received an object lesson in the importance of reaching scale in each of these industries.
Students’ roles in assisting the school to become financially self-sufficient must also be
carefully considered. While there is a clear danger of a student’s role becoming merely
day labor on the school grounds, by alternating weeks between classroom studies and
field work, the FPS seems to have balanced the work load of the students in an effective
manner. In interviews with a number of students and graduates, not one expressed the
feeling that they were somehow being over-worked or taken advantage of to generate
income for the school. In fact, when asked about the burden of responsibility they carried
to help the school survive, most students responded that they were proud of the fact that
they were entrusted with this responsibility and that it motivated them to work even
harder. Other students spoke of the advantage of the practical nature of the education they
received – not only learning the technical aspects of raising goats or pigs for example, but
learning about the business aspects as well. They expressed a confidence that they could
be successful in launching their own businesses due to their experiences.
3.5.5 Market Linkages
The FPS has worked to develop strong linkages with local and regional markets, and to
identify individual clients for the school’s products and services. This has helped to
create stable enterprises at the school and has provided the students with production
benchmarks they need to achieve. However, a more systematic method for analyzing
market information and market trends while identifying new opportunities along each
respective value chain would strengthen the programs and lower the schools exposure to
shifts in the market. While the
school understandably relies
heavily upon personal connections
to develop markets for its products,
it must develop the means to
anticipate changing market trends
and demands.
In addition, more can be done to
integrate these activities into the
students’ educational experience in
order to strengthen their ability to
conduct market assessments,
analyze value chains and think
strategically about how the businesses should operate on the campus. While the store and
the weekly market afford students the opportunity to interact directly with clients,
students have little responsibility for developing new clients or gathering market
information. There is great learning potential to be gained from developing market
21
assessments, value chain analyses and other tools that will assist the school and the
students to gather and interpret market information. These may include:
•
•
•
•
•
The addition of a value chain/market assessment course;
Requiring students to negotiate or re-negotiate contracts for the sale of items;
Developing production or quality standards for products with clients;
Group work on providing maps of markets; or
Maintaining a market information data-base.
The school’s ability to do this effectively likely rests on the capacity of the teachers to
develop and implement such learning activities. As many of the teachers come from
either technical or academic backgrounds, teacher training will be essential to improve
their ability to analyze market information and identify opportunities for current or new
enterprises. Specific teaching materials will need to be developed or adapted to the
context of the Paraguayan market.
Additional events that will supplement classroom training and field work could also be
developed. These could include:
• Attending agricultural trade fairs;
• “Shadowing” appropriate agribusiness (production, processing, and support)
business leaders for a day, or series of days; or
• Hosting events that bring agribusiness leaders together.
3.5.6 Accounting Systems
The school utilizes an extremely robust accounting and management system that tracks
the performance of all if its enterprises. AgroWin allows for the school to track daily
costs and revenues from each of the enterprises, or profit and cost centers of the school.
Student labor is accounted for and calculated as a part of the cost of production for each
enterprise – and is therefore accounted for in the price of the product. Teachers’ labor is
not accounted for in the enterprises, as it is considered to be offset by the higher amount
of student labor used in each enterprise. (Students are assumed to be less efficient
workers – and may spend more time in an enterprise then a typical private sector worker.)
In addition, the AgroWin software is able to track transfers from one of the school’s
enterprises or cost centers to another. For example, the pepper from the organic garden
that is used in the production of pepper cheese is credited to the garden enterprise and
against the cost of the cheese-making enterprise. In the same way milk, beef and dulce de
leche, which are consumed by the students in the cafeteria, are shown as a cost to the
school and a credit to their respective enterprises. These costs are shown as close to
market value as possible. (Annual 2006)
Here again there would appear to be a great opportunity to involve students more closely
in the business operations of the school and to more closely integrate the “common”
curriculum with the business and technical training. While careful to maintain the
22
integrity of the system and information, students could be more involved in data input
and analysis, preparing reports on each enterprise using the data in the system, and
making recommendations for improving or diversifying their enterprises. Exercises for
Math, Language Arts, and other areas could all be derived from working more closely
with the accounting system.
The school maintains a separate accounting system that uses these numbers to help
project the schools overall cash flow needs, income and costs for all areas. This includes
costs for teachers’ salaries, utilities, capital acquisitions as well as income from
consulting, conferences and the hotel. It is notable that from the start, depreciation has
been factored into the accounting of the school’s budget. This strict accounting discipline
has clear ties to Fundación Paraguaya’s experience in microfinance.
4. Graduates
The results of the San Francisco Agricultural High School’s academic model are
impressive. To date, 100 percent of graduates have become rural entrepreneurs on their
families’ farms, gained employment in the agricultural industry, been hired as teachers at
agricultural schools, or continued their education at university. The following chart
demonstrates the paths graduates have followed under the Fundación’s leadership:
Table 3
Activity
Studying in Paraguay
Studying abroad
Agricultural sector jobs
Working on family farms
Extension agents
Teachers at Agr. Schools
No data
Students/graduating
class
Activities of Graduates of the San Francisco Agricultural
High School
2003
2004
2005
2006
2007 Totals
3
4
7
4
11
29
0
3
1
1
0
5
6
9
14
13
8
50
2
4
7
9
9
31
0
1
2
4
0
7
1
5
1
0
1
8
6
1
0
0
0
7
18
27
32
31
29
137
(Acosta 2007)
For a more detailed description of the destinations of graduates from 2006, please see
Annex D.
Students who decide to return to their communities of origin to work on their family’s
farm or start their own agricultural initiatives have access to a line of credit provided by
Fundación Paraguaya’s microfinance program. While many have returned to their home
communities, only a few students have accessed this line of credit. Of the graduating
class of 2007, only three students have taken advantage of this opportunity. There appear
to be a number of reasons for this, including the deeply-rooted fear of borrowing,
uncertainty about how to manage the loan initially, and simply the reality that most
students do not become self employed immediately after graduation.
23
The requirements the students must meet to
obtain a loan is to submit a viable business plan to
a Fundación Paraguaya microfinance officer who
uses it to determine an appropriate loan amount,
interest rate, and repayment plan. Graduates are
able to repay their loan at a Fundación Paraguaya
branch office or at a branch of the Banco
Nacional de Fomento, the only bank in Paraguay
that has national coverage. The Fundación
established a partnership with the Banco Nacional
de Fomento so Fundación’s microfinance clients
can make a deposit directly into a Fundación
account if the Fundación does not have a branch
in the area.
The students who have gained employment upon
graduation are thriving in agribusiness, with
environmental foundations, in tourism, and as
agriculture extension agents. One striking example is the experience Desarrollo Agricola
de Paraguay (DAP) has had with Fundación Paraguaya’s agricultural school. DAP is a
large soy bean agricultural enterprise in Paraguay that aims to achieve a “triple bottom
line” of long-term profitability, environmental sustainability, and social inclusion.
Guillermo Terol, a Manager for social and environmental issues for DAP, explained in an
interview that DAP sees the FPS as being in line with these elements, and it has been
impressed with the highly-trained,
entrepreneurial, and socially-conscious
Box 1.Edison and Ever Morínigo, Class of 2004
graduates that have emerged to date.
at the San Francisco Agricultural High School,
are twin brothers from Horqueta, which is in the
DAP believes these graduates are able to
Department of Concepción, Paraguay. They are
meet the demand DAP has for
currently 22 years old, come from a farming
employees who have the technical skills
family, and have 5 siblings. Due to his
to work in a large agribusiness, and the
experience at the San Francisco Agricultural
ability to connect with and relate to lowHigh School monitoring the national vaccination
income farming families who at times
campaign against hoof and mouth disease, Ever
have expressed their concerns about an
got a job with SENACSA, the government
agribusiness operating in their
agency under the Ministry of Agriculture that is
community. Not only are the FPS grads
in charge of Animal Health and Quality. Ever
most often from these communities, but
invests all of his salary in the family farm. He
they often understand the perspective of
has bought milk cows, hogs, and even a
computer to keep track of how his business is
the low-income farmers and can
doing. In addition, he is thinking of starting a
effectively work with them to achieve
university program in rural business
“win win” solutions. Mr. Terol
administration in Concepción. Meanwhile, his
explained how DAP has established
brother, Edison, was hired as an instructor at the
partnerships with 250 low-income
Agricultural School in Arroyito, Concepción.
farming families who are using a certain
(“Getting” 2007)
amount of land to crow their crops.
24
In addition, DAP has given 15 scholarships to children of low-income farming families
so they could attend Fundación Paraguaya’s school, with the hope these students will
become future DAP employees. It is important to note that these scholarship recipients
are not obligated to become DAP employees; however, if they complete their studies
satisfactorily and want a job, one will be available to them. Two factors Mr. Terol said
which place FPS apart from other agricultural schools are that it teaches youth to think
entrepreneurially and they also learn how to organize themselves. (Terol 2007)
An example of an FPS graduate who gained employment at an agro-business is that of
Ariel Cuevas. Ariel is from a small village named Horqueta, which is in the Department
of Concepción. He is one of four children of a single mother. When he graduated from
FPS in 2004, he was hired by Frutika, a fruit processor and producer of high-quality
natural fruit juices and concentrate. Frutika is a modern agro-business that produces for
the domestic market and also exports its products to European Union (EU) member
countries, notably Germany and the Netherlands. It therefore must comply with strict
quality controls and meet hygiene standards the EU requires. Frutika hired Ariel as a
production supervisor because he not only had an agro-technical high school diploma, but
he also had exemplary leadership skills and significant experience supervising teams of
workers. Ariel developed these capacities and life skills at the San Francisco Agricultural
High School.
Another example is Edison and Ever Moringo, twin brothers from the Department of
Concepción, Paraguay. As Box 1 describes, Edison gained employment with SENACSA,
a Paraguayan government agency under the Ministry of Agriculture that is responsible for
Animal Health and Quality. His brother became a teacher at the Agricultural School in
Arroyito, which is in the Department of Concepción.
Bernardo Servin Cuella from the class of 2006 demonstrates the interest Paraguay’s
tourism sector has had in the school’s graduates. The Reserva Tati Yupí, an Itaipú Dam
nature reserve that attracts many
tourists, hired him for his experience in
Box 2. Louis Dreyfus Commodities, the
hotel and restaurant management, which
largest trader and merchandiser of raw cotton
in the world, with operations in more than 20
he acquired while studying at the San
producing countries, including Paraguay,
Francisco Agricultural High School.
hired five members of the San Francisco
Bernando had worked at the school’s
Agricultural High School’s Class of 2006 as
hotel, which is one of the school’s onsoon as they graduated. Rolando Ruiz Diaz
campus enterprises.
was hired as an extension agent, and assistant
to the Manager of Dreyfus´ project in
Tacuara. He also is the supervisor of two of
his former classmates. Dreyfus also hired
Daigo Cuevas and Ignacio Rivas to work as
extension agents on the Campo 9 project in
Caaguazú and on a project in Encarnación,
Itapúa. (“Getting” 2007)
Rolando Ruiz Diaz, Daigo Cuevas and
Ignacio Rivas are examples of graduates
who have been hired as agricultural
extension agents, as described in Box 2.
Other graduates have become
agricultural extension agents with some
cooperatives in Paraguay, such as the
25
Cooperative Volendam of the Mennonites in San Pedro, the Cooperative de Lolita in the
Chacom, and another cooperative in Encarnacion, which is also run by the Mennonites.
In the near future, the Fundación would like to hire some of FPS’s graduates directly to
become microfinance officers and agricultural extensionists for the Fundación. They
could, for example, develop and oversee new village banking groups in which lowincome farming women would participate. The Fundación believes the graduates could
provide them with technical assistance to help the women increase their agricultural
production, their access to new market niches, and their ability to form associations that
could develop into formal rural cooperatives. (“Getting” 2007)
Finally, Angel Brusquetti, the Manager of Rural Development for the Fundación Moises
Bertoni, described in an interview the Fundación’s experience with 2 young people who
have passed through Fundación Paraguaya’s school. Fundación Moises Bertoni is a nonprofit environmental organization that promotes conservation through its programming
and advocacy of environmentally-friendly public policy; sustainable business practices
through its partnerships with members of the private sector; and scientific research
through its engagement with local communities, workshops, and environmental education
programs. It manages 2 nature reserves: Mbaracayu National Forest and Tapyta Natural
Reserve.
For many years, Patricio Armarillo served as the doorman at Fundación Moises Bertoni.
He is illiterate and has 3 children for which he is solely responsible as his wife left him.
Mr. Armarillo told Mr. Brusquetti one day that his son, Miliciades, wanted to attend
Fundación Paraguaya’s school. Mr. Brusquetti decided to write a letter of
recommendation for Miliciades to attend the school, especially as he knew Miliciades
was the top student in his primary school. Miliciades was accepted and ultimately
graduated third in his class from FPS.
The Fundación Moises Bertoni hired Miliciades immediately upon graduation as a
technical extension officer. Miliciades now works with communities of 10 to 15 people
on sustainably producing products that will increase their incomes. The Fundación has
been impressed with Miliciades’ technical skills, as well as his ability to maintain a
database on a computer; speak and write in Spanish, a skill many agricultural schools do
not teach; obtain and maintain the trust of the people with whom he works in the
communities; and help members of local communities in areas that are outside of his
usual scope of work.
Through his attendance at Fundación Paraguaya’s school, Miliciades has effectively
broken his family’s cycle of poverty. He came from a community that is 80 percent
illiterate and where most people do not even earn the minimum salary of US$1,300 per
year. Without the education FPS provided him, Miliciades would likely have been
condemned to follow the path his father had to follow, which was the same path his
grandfather followed. Miliciades has a higher job now than his father and will likely have
many more opportunities than his father ever had. Additionally, Miliciades’s young
sister, Maria, is now a student at FPS. The effects of the school’s education will likely be
felt by this family for generations. (Brusquetti 2007)
26
A few FPS students have also become teachers immediately upon graduation. Alberto
Pimental, for example, graduated in 2004 and was hired as a teacher at the Agricultural
School in Arroyito, which is in the Department of Concepción. One of his classmates,
Mario Dima Gaona, who is from the town of Lima in the Department of San Pedro, is
now an instructor at the Agricultural School in Santa Rosa del Aguaray in San Pedro.
Box 3. Jorge Guerrero, FPS Class of 2005, comes from a family of 19 children of which
he is the tenth. Before attending the San Francisco Agricultural High School, he had lived
his entire life in the small and isolated rural community of San Joaquín in the Department
of Caaguazú, Paraguay. When Jorge first arrived at school, he knew little Spanish and got
by mostly speaking Guaraní, an indigenous language and Paraguay´s second official
language. While at the school, he concentrated on his studies and was also active in the
Toba indigenous community, which lives very close to the school. He organized a group
of students to lead study groups for the youth in the community, and also taught them
music and art. Jorge graduated first in his class in 2005, and was accepted to the Faculty
of Agronomy in the National University, which is located in Paraguay’s capital city,
Asunción. To cover his university and living expenses, he began growing organic
vegetables in a plot of land belonging to an old-age home. In return for room and board,
he supplied the old-age home with fresh vegetables, selling the surplus for the cash he
needed for books and other expenses. When he goes home to San Joaquín, he provides
agricultural extension services to his family and neighbors. Jorge has said in an interview
with Iniciativas Ciudadanos, “My dream is to be an agricultural engineer that works in
the country and can provide work to others in my community, strengthening the
agriculture and livestock, to get out of our precarious situation.” (“Getting” 2007)
A few students have also continued to university, both in Paraguay and in other countries.
Jorge Guerrero is an example of a student who arrived at FPS from a family that endured
a cycle of poverty, and emerged as a capable entrepreneur who had the skill set and
knowledge to attend university. Box 3 explains the powerful effect the school had on
him, his family, and his community. Jorge is now a role model for other young people5.
Jorge Martinez and Alfredo Sanchez, both of the class of 2004, and Ruben Ramirez of
the class of 2006 received full scholarships to attend Earth College in Costa Rica, and
Amalio Enciso of the class of 2005 received a full scholarship to attend Zamorano in
Honduras.
As a way to stay connected to the school and also continue to support each other, alumni
of the school – along with their families – created an alumni cooperative. The cooperative
aims to support the alumni in their projects, create new opportunities for farming
businesses, provide technical assistance to producers in their communities, promote the
integration and socio-economic improvement of other alumni, spread information about
the school in their communities to identify potential future students, generate funds
through productive projects that can support alumni communities and their families, and
develop a database of job and educational opportunities for alumni. Each graduating class
has its own representative. The Fundación is planning to create an Alumni Weekend as a
5
Iniciativas Ciudadanas. 2006. Cuando el esfuerzo supera a las carencias, surge un emprendedor.
27
way of continuing to engage the graduates of the San Francisco Agricultural High
School.
5. Key Conditions Needed for Replication of Model
One of Fundación Paraguaya’s primary objectives related to its financially self-sufficient
agricultural school is to replicate its model on a massive scale. This replication intends to
expand the access poor rural children have to a quality education in sustainable
agriculture and entrepreneurship, while ensuring the financial self-sufficiency of the
schools they attend and demonstrating the impact this approach can achieve in various
contexts. During the next decade, through an effective replication of the “Education that
Pays for Itself” model in at least 50 countries, the Fundación believes these new schools
will enable more than 120,000 disadvantaged rural youth to become successful rural
entrepreneurs, employers, and employees, and that these schools have the potential of
improving the standards of living of 600,000 students and members of their families and
communities. The Fundación believes by that time, the model will be internationally
recognized as a proven means for providing poor rural youth with a quality education that
enables them to overcome poverty and create jobs. (Clinton 2007)
In order for a replication of this model to be successful, there needs to be an enabling
environment that meets certain criteria. These criteria largely determine the feasibility of
replicating the model in particular contexts. Because of the need to assess each case for
replication individually, due to differences in context and the background of the target
group each case represents, the following general criteria intend to help guide the
selection of future replication sites for the financially self-sufficient agricultural high
school model:
•
•
•
The organization or school interested in replicating the model needs to have a
mixture of social and economic motives for doing so, and a commitment to
the concept of the “financially self-sufficient agricultural school”. All of the
organizations that to date have been interested in replicating the model have seen
the model as a means for addressing their financial needs and social development
objectives. This mixture is important for the model to succeed, as an overly strong
emphasis on the social objectives might hinder the school’s ability to reach
financial sustainability, and an overly strong emphasis on meeting the school’s
financial sustainability might infringe upon the school’s educational objectives.
The school needs to be accessible to low-income youth from rural
communities. As the FPS model intends to provide a meaningful education to
those who comprise the bottom of the economic pyramid, the school needs to be
located in an area that relates to the school’s mission. While students may come
from far away to attend the school, the school will not be achieving its mission if
it is located in a high income, well-developed country. Attention should also be
paid to the fees charged to students and the students’ ability to board at the school
if they come from far distances.
The school needs to be located in close proximity to a functioning market. As
the school relies on the income it generates, the school has to be able to produce
28
•
•
•
•
products markets will purchase. At least in the beginning, being located close to a
market that attracts higher income consumers will help the school bring in the
funds it needs to achieve financial sustainability. As time progresses and the
necessary infrastructure is in place, the school could explore export markets.
The school needs to have adequate land and facilities to house the school’s
economic and academic activities and security to protect the school’s
students and teachers. While there is no set amount of land or infrastructure
needed, it must be appropriate for generating income for the school and providing
students with the type of education that pertains to this model. Some useful
facilities include: dormitories, classrooms, and housing for animals. The available
land and facilities could also be used for “tag on” income-generating activities,
such as open air education, tourism, and cultural events. In terms of security,
adequate mechanisms should be in place to ensure the school provides a safe
environment for those living, working, and studying there and prevents theft.
School managers and/or partners need to have access to start-up funding and
the school needs to be able to support staff, make necessary adaptations to
curriculum and buildings, and purchase relevant production equipment. The
Fundación estimates it will cost on average US$500,000 per school to replicate
the model. Some factors that will determine the ultimate cost include: the size of
the school if one already exists, the amount of land and infrastructure that is
already available, the type of enterprises that will operate at the school, and the
amount of time it will take the school to reach financial self-sufficiency. Some of
the organizations that have expressed interest in replication already have their
own sources of income to invest (e.g. microfinance institutions), as did Fundación
Paraguaya. Some also see the prospect of future cost savings as a source of
“financing.” Those who have to seek significant investment from outside
organizations have to be able to manage financial contributions in a way that
supports the school’s mission.
School managers and staff need to have entrepreneurial, business, technical,
and leadership skills, as well as passion. School managers and the staff they hire
must be committed to and knowledgeable about producing and selling goods and
services that will contribute to the school’s financial sustainability. The managers
and staff must also be passionate about the model, which will help motivate
themselves, as well as the teachers, students, and other staff to take on the
immense challenge and effort involved. They must also be able to instill the
entrepreneurial spirit in others, and be devoted to combining traditional subjects
with practical and technical learning that is fused by experiential methodologies
to ensure the students emerge equipped to be successful entrepreneurs,
employees, teachers, or university students. The school managers and staff also
need to be able to balance the income-generating needs of the school with the
educational needs of its students.
The school often needs at least one local partner to help it implement the
model and achieve desired goals. Local partners can come in the form of nonprofit organizations, members of the private sector, representatives of
governments, volunteers, and donors. These partners can help provide start-up
capital for the school, connect the school with the community or new markets,
29
•
•
facilitate the school’s participation in value chains, and offer the school technical
or other assistance that might be needed. Obtaining a non-profit partner is a
priority, especially one which has strong financial backing, a solid network, and a
visionary management team that believes in the model and has business
experience. It would also be desirable for a school to establish a partnership with
a microfinance institution that could provide capital to school graduates to support
their entrepreneurial initiatives. These partnerships can help the school form a
network that can raise awareness on the school’s activities and attract useful
information to the school.
The school needs a strong financial management system to monitor the
school’s performance. A financial management system must be sophisticated
enough to handle all aspects of the school’s finances and also user-friendly for
teachers without an accounting background to participate in the budget process. It
also should be able to generate reports the school can analyze.
The school must be able to attract high-potential students. Potential students
must be able to see the school’s competitive advantage. A school’s reputation will
drive its future success, and the school needs to be able to compete genuinely with
other schools. While not necessary, enabling the students to board at the school
will help build their ownership in the school and enhance their experience and
learning. Dormitories will also likely help increase the number of students from
across a country who could attend the school.
Some organizations have various aspects of these conditions in place and have already
started to replicate the FPS model. They approached Fundación Paraguaya to explore
how they could implement the model because they appreciated its educational approach,
the way the school generates incomes so it does not have to rely on outside funding, how
the model gives schools institutional independence, and the access the school has to
technical assistance and networks.
Beyond ensuring that the aforementioned conditions are in place, these organizations also
will have to overcome various challenges that relate to perceptions while implementing
the model. These challenges include: reversing traditional teaching practices that rely on
passive students and little accountability to use experiential (“learning by doing”)
teaching methodologies, overcoming prejudices about integrating income generation and
production into education by ensuring all production is connected to understanding
principles and techniques that will be useful to students after graduation, gaining
acceptance of the value that youth working at the school adds to their educational
experience, attracting quality teachers and staff who are willing to give an extra effort,
demonstrating to the Ministries of Education and Agriculture that students receive quality
education without the school needing government subsidies, ensuring the school’s degree
is recognized, and getting over the fear of change.
To support the replication of this model, a feasibility study will need to be conducted for
each case and various building blocks will need to be developed in order to ensure the
model is solid and to help it overcome these challenges.
30
6. Building Blocks and Next Steps Needed to
Successfully Replicate Model and Increase Impact
Fundación Paraguaya has been an active participant and a natural player in efforts to
replicate the success of the FPS both in Paraguay and abroad. As the demand for
information about the FPS experience has increased, the Fundación has been working to
capture the learning it has gained on administering the school and make it available to
other schools via a set of manuals it calls “School in a Box”. The sections below will
examine the “School in a Box” manuals as a tool for replication, provide
recommendations for ways it can be strengthened, and discuss several other tools or
initiatives that will increase the probability for successful replication of financially selfsufficient agricultural high schools.
6.1 Assessment of “School in a Box” for School Administration
The “School in a Box” (SIAB) series of manuals, currently in draft form, are designed to
assist a school or organization in implementing the administrative aspects of a financially
self-sufficient agricultural school. Ten separate manuals begin with “Getting Started,”
which walks one through a strategic thought process of defining who the school will
serve, what is the market for its graduates, and what are the risk factors for success - in
other words, helping schools and organizations make the decision on whether or not to
proceed with implementing the FPS model. Other manuals include “How to Organize
Your School”, How to Generate School Income”, “How to Educate Successful Rural
Entrepreneurs” and “How to Finance Your Plan”. A full listing of the manuals can be
found in Annex E.
“School in a Box” is valuable today, as it provides extremely useful guidance to any
organization that wants to create a financially self-sufficient agricultural high school or
school that is contemplating transforming itself into a financially self-sufficient
agricultural high school. The manuals are easy to read and provide concrete
recommendations without being overly prescriptive. While billed as a “cookbook” for
replication, it provides the cook with guidelines and a list of key decisions to make, but
allows flexibility in order to adapt the model to different environments and settings. Its
modular approach allows for users to target specific aspects of their development or
decision-making process, and should allow the users to focus clearly rather than get lost
in the enormity of the task.
Strengths:
•
•
•
•
Provides broad guidance for establishing/transforming a school;
Provides suggestions for how to develop a team approach necessary to transform the
school successfully, including teachers, administrators, staff and students;
Suggests ways to instill a more entrepreneurial mindset into the development of the
technical program;
Emphasizes the necessary entrepreneurial approach to instill in all staff and teachers;
31
•
•
Promotes critical analysis of available resources and potential challenges that may be
faced;
Allows for multiple paths to be taken to reach the same goal.
Recommendations:
•
•
•
•
•
Provide additional “lessons learned” that might offer helpful context to those using
the guide;
Package the large amount of material in a way that allows for ease of use at new sites.
This may include advice on how to organize training and meetings around critical
decisions or topics;
Increase the amount of material on the connection between the “common” curriculum
and the technical and business teachings;
Develop a separate series of manuals that pertain to developing the school’s
curriculum that will also teach training methodologies and transitioning the
curriculum to a more fully experiential-based program. Separate modules could
include, “Transforming Curriculum – Incorporating Experiential Learning
Methodologies”, “Teacher Training – How to Become Effective Facilitators of the
Learning Process”, “Integrating Technical and Academic Learning”, or “Leveraging
Private Sector Market Linkages to Strengthen the Educational Process;”
Include exercises designed to instill key lessons, for example “thinking like an
entrepreneur”, or “working as a team.”
6.2 Recommendations for “School in a Box” for Curriculum
Based on expressed demand at the recent conference on self-sufficient agricultural
schools, the creation of an equivalent “School in a Box” series that focuses on curriculum
will be an extremely welcome tool to assist the field. While some attention is paid to how
to integrate entrepreneurship training into the curriculum in the current manuals, there is
no comprehensive approach suggested for how to structure the overall academic program.
While each institution will clearly establish its own priorities for curriculum, there are
enough commonalities to warrant the development of guidelines and methodologies to
integrate the various component parts to the curriculum.
Recommendations for key topics to be covered in such a series of manuals include:
•
•
Integration of technical, standard, and business/entrepreneurship curriculum – As
noted above, a current weakness of the FPS curriculum is the lack of connection
between its “common” curriculum subjects and the technical and business subject
matter. There is a need to develop methodologies and to provide concrete examples
of how to achieve this integration.
Promote experiential and active learning methodologies to be used in the “common”
curriculum – In some ways a corollary to the above recommendation, transforming
the methodologies utilized to teach the “common” curriculum will be an important
step to integration, and to increasing the learning retained by the students. Much has
32
•
•
been written on the benefits of experiential and active learning already and these
lessons could effectively be transferred to the context of agricultural schools.
Embracing transformation – The experience of the FPS and other schools that have
begun to move towards developing a financially self-sufficient school has
demonstrated that it is often a challenge to gain acceptance from staff and teachers.
In order to be successful, the entire school must embrace the concept and work to
achieve these goals. Such a manual would outline strategies and tools necessary to
help promote this acceptance of the model, and provide indicators of when achieving
financial self-sufficiency may not be possible. Not all staff or teachers may have the
appropriate skills, desire or attitude necessary to promote such a transformation
successfully.
Tools for analyzing the competencies being learned through each enterprise – This
step is necessary to match learning objectives and competencies with the appropriate
experiences, and to recognize where additional materials and curriculum approaches
may need to be developed.
6.3 Teacher Training
A lesson clearly illustrated by the experience of the FPS is the important role teachers
play in the success or failure of promoting an experience-based school curriculum. The
push-back from teachers noted in earlier sections underscores the need to develop
programs that address teacher training and capacity building that allow them to become
an integral part of the transformation
process, rather than an obstacle to it.
Such training could include:
•
•
•
Experiential and action-based
learning methodologies;
Entrepreneurship and business
training – enhancing their skills
so that they can see connections
between the subject matter they
teach and business topics; and
Agricultural technical training –
for many of the same reasons
cited above.
Teachers need to have incentives to be creative and explore new avenues for learning.
Prizes for innovation, designing new teaching programs, and introducing new topics can
be used. Other possibilities include developing committees of teachers and students that
are charged with developing ways to address deficiencies in the current curriculum, and
rewarding the entire committee. For example, the committees could look at ways to
leverage the learning potential of the accounting system in math classes, or find ways to
conduct market surveys using techniques learned in social studies classes and then
conduct statistical analyses of the results in math classes.
33
The essential element is to engage the teachers proactively in the process of transforming
the curriculum so they have a stake in its success.
6.4 Network of Schools and Technical Assistance
To facilitate the replication process, the Fundación and its sister organization, Teach a
Man to Fish (TAM2F), are prepared to offer necessary technical assistance to interested
organizations. Teach a Man to Fish is an international network of educational institutions
and non-profit organizations that work on agricultural and vocational education and are
interested in the concept of “education that pays for itself”. It started in 2006 to provide a
forum where those interested in replicating the model could share ideas and experiences,
receive information resources, take part in workshops and conferences, and solicit
technical assistance. As of early February, 2008, the network has over 800 members in 82
countries, a few of which have already received technical assistance from Fundación and
TAM2F staff. It also publishes a monthly bulletin and quarterly newsletter, which are
disseminated to thousands of subscribers. TAM2F also has 28 small-scale projects across
10 countries that are designed to show how self-sufficient education can be applied in
different environments and educational contexts. Additionally, it has organized two
international competitions: one in 2006 for students and teachers to create entrepreneurial
projects that would generate income for their schools, and one in 2007 to identify
entrepreneurial teachers in Africa. They also co-organized with Fundación Paraguaya the
First Annual International Conference on Financially Self-Sufficient Agricultural
Schools, which was held at the Fundación Paraguaya’s self-sufficient agricultural school
in December, 2007. (Teach 2008)
6.5 Creation of Specific Educational and Administrative Tools
The addition of several educational and administrative training tools could significantly
enhance the learning experience at Fundación Paraguaya’s self-sufficient agricultural
school. Several of these have been alluded to in prior sections, but will be explicitly
mentioned here. In some cases, the tools or resources may already exist. In others, these
tools may need to be developed or modified to be appropriate for a high school setting.
1. Value chain assessment methodology – Students need to develop skills to analyze
markets and identify opportunities within those markets. Current value chain analysis
methodologies provide the lens through which this can be achieved. The missing
component is a methodology that lends itself to use by students with limited business
experience. The value of this tool will be teaching students how to conduct on-going
market assessments, where to look for market information, and an understanding of
where to enter the value chain in order to secure the highest profits.
2. Market linkages and assessment – Such a tool would promote student involvement
in developing new markets, finding new clients and assessing demand for particular
products or services. This tool would provide a framework for conducting market
assessments by future rural entrepreneurs. It differs from the Value Chain tool
mentioned above in that it will focus on developing specific relationships among the
34
market and enterprises at the school, as opposed to developing understanding of the
relationships throughout the sector at all points on the value chain.
3. Negotiation skills – This material would provide students with the background to be
successful negotiators in a variety of business settings. From negotiating sales
contracts to terms of loans, these skills are often lacking in inexperienced
entrepreneurs and can mean the difference between the success and failure of an
enterprise.
4. Human Resource Management – These tools would assist the school to understand
its human resource needs, rationalize hiring strategies, establish HR policies, set
payment and incentives schemes and serve as a management tool for school
Directors.
5. Tracking system for graduates – This tool would be designed to allow the school to
track where students have gone and what activities they are engaged in. As the
alumni network develops further, this may be a function that can be administered by
the network.
6.6 Communications Strategy
An important building block in the replication process is to develop an effective and
long-term communications strategy that has at least regional reach. It will raise
awareness of the FPS model, make a strong argument for why this model holds promise
for reducing rural poverty, and demonstrate how it intends to reduce rural poverty. It
should also provide examples of schools that have already replicated or are in the process
of replicating the model, since it is often easier for organizations to follow something
already in progress rather than to be the first out the gate. The communications strategy
can also help achieve the educational goals of the school by promoting the importance of
entrepreneurship, experiential learning, and competency-based curricula through Public
Service Announcements, radio programs, and articles that have community-wide or
country-wide reach.
On a global level, a solid communications strategy can help the model achieve scale by
strategically utilizing international networks of which Fundación Paraguaya is already a
member, such as the Teach a Man to Fish network, the AVINA Foundation network, the
Schwab Foundation for Social Entrepreneurship network, the Skoll Foundation network,
and the Clinton Global Initiative6, among others. The communications strategy can also
involve Fundación Paraguaya and Teach a Man to Fish in organizing regular learning
events and in involving the media, corporate employers of school graduates, and others in
the process. The communications strategy can therefore be used for marketing the model
6
In 2007, Fundación Paraguaya was invited to join the Clinton Global Initiative. It did so by making a
pledge to replicate the financially self-sufficient school model in 50 countries over a 10 year period. The
Clinton Global Initiative has helped raise further awareness on the model among large donors, including
the Nike Foundation which is discussing with Fundación Paraguaya the possibility of Nike financing an allgirls school based on the Fundación Paraguaya model in northeastern Paraguay.
35
and helping to achieve the school’s educational objectives. It can also build off of the
communications tools Fundación Paraguaya has used to date that include articles on
school graduates, a film that became part of the Public Broadcast Service’s (PBS) “New
Heroes” series, interviews, and conference presentations.
6.7 Financing the Model’s Start-Up Costs
Identifying sources of financing to support the replication of the model is a key building
block, as well as a stumbling block, in scaling up this initiative. To date, each specific
case of replication has required specific fundraising efforts. As many NGOs that are
interested in replicating the model do not have significant funding available to them to
implement the model, the process stops. There is therefore a strong need to have a
funding mechanism - whether grants or loans - available for NGOs to access once a
feasibility study has been conducted to determine whether they have met established
criteria and are ready to replicate the model.
Fundación Paraguaya is considering the feasibility of creating a regional or global fund to
support the scaling up of financially self-sufficient agricultural schools, which could
attract financing from corporations interested in qualified future employees who would
receive training at the school, foundations interested in revamping traditional education
systems, multi-lateral development agencies interested in supporting innovative
approaches towards social and economic development, bi-lateral development agencies
that see an opportunity to meet their development objectives through a sustainable model,
and governments that could direct funds to other schools that do not have the conditions
to replicate the model and still need support to offer quality education. Therefore, if
governments could concentrate their funds on a reduced number of schools, thanks to
many financially self-sufficient schools operating without their help, education around
the world could arguably get a boost in resources that could lead to a boost in quality.
7. Identification of Opportunities for Replication of
Model in Latin America
Fundación Paraguaya in collaboration with Teach A Man to Fish has been working with a
few organizations in Latin America and in other regions to start the dissemination of the
financially self-sufficient agricultural school model. While the replication process is in
the early phases, its momentum is growing and generating new interest. Therefore,
strengthening the model is an important priority for ensuring that replication leads to
greater impact, both in terms of the number of disadvantaged young people involved, as
well as the increased educational, entrepreneurial and employment opportunities these
schools can create.
36
7.1 Escuela Agricola San Isidro Labrador de Pilar, Paraguay
The first and most advanced case of replication is the Escuela Agricola San Isidro
Labrador de Pilar (“San Isidro”) in Pilar, Paraguaya. Pilar is the capital of the Department
of Neembucu, and is located 326 kms. from Asuncion. It has a population of 28,000.
In 2006, FROSEP of the Rendentorista Congregation of Paraguay approached the
Fundación to request technical assistance in replicating the FPS model at the co-ed
agricultural high school they managed in Pilar. Like FPS, the Congregation wanted to
reorient the educational program offered at the school so it would have a focus on
competencies and entrepreneurship and also be able to generate its own income in a
sustainable way. The Congregation also wanted to start organic farming at the school in
order to help graduates become “guardians of nature” while also improving their
standards of living. Finally, the Congregation wanted the school to have a positive impact
on the social and economic development of Neembucu, and be able to demonstrate the
viability of replicating the model in other locations.
The Congregation’s school had a significant amount of land and facilities already in place
when the Congregation contacted the Fundación. Their school was operating on 200
hectares of land, 40 of which could grow crops and 160 of which could be used for
grazing. The school also had electricity, a phone line, drinking water, and room to board
120 students.
Technical experts from Fundación Paraguaya and its agricultural school went to Pilar to
assess the potential the San Isidro school had to take on the FPS model. It found the
school to be in severe financial difficulty due to government subsidies that either had not
materialized or were insufficient to cover the school’s costs. However, the Fundación
also found an opportunity to apply the lessons it had learned from its microfinance, youth
economic education, and agricultural school programs to improve the administration of
the school; teach the students entrepreneurship, business, and financial concepts that
would complement Paraguay’s formal educational curriculum; and to develop criteria for
offering lines of credit to graduates. A Fundación Paraguaya microfinance office that
opened in Pilar in 2007 would be able to manage the lines of credit for the graduates.
The Fundación also recognized other benefits the school’s location bestowed. The
location is attractive to tourists, and could offer a venue for open air learning, business
and social events, and scientific study, among other activities for which San Isidro could
charge. Also, the school is located only 3 kms. from route IV and very close to Pilar,
which offers it easy access to a market where it can provide the local community with
fresh, organic fruit and vegetables. The school’s produce would be the only organic
produce offered to the local community.
37
The Fundación’s assessment evolved into a business plan for the San Isidro school, which
aims to reach financial self-sufficiency by 2012. The Fundación and the Congregation
signed an agreement to proceed with the replication process on June 27, 2006. The
Fundación provided US$100,000 in initial investment, and the school requires at least
another US$400,000 to help it reach self-sufficiency. While income is starting to be
generated from the school’s new organic vegetable and fruit gardens; its pig, hen, honey,
and dairy products; its store that offers Internet access; and its hotel and conference
center, San Isidro estimates it will have to increase student fees from G.30,000 (US$6)
per month for 10 months plus the G. 30,000 (US$6) registration fee to G. 50,000 (US$10)
per month for 10 months plus a registration fee of G. 80,000 (US$16) per year. It is also
fundraising to cover the additional costs involved in the replication. The following is a
projection of the financials required for the school to reach self-sufficiency by 2012:
Table 4
Funds in
US$
Projected
Costs
Projected
Income
Shortfall
SelfSufficiency
(Pilar 2006)
2008
2009
2010
2011
2012
$163,641
$174,001
$190,554
$208,765
$237,369
$80,141
$102,294
$130,253
$156,680
$237,447
$83,500
49%
$71,708
59%
$60,301
68%
$52,085
75%
$-78
100%
7.2 Cafetalera La Bastilla, Nicaragua
Another case of FPS replication that has started to make some headway involves the
Bastilla Coffee Estates and its subsidiary, Cafetalera La Bastilla, SA which operates in
Nicaragua. The Jacobs Foundation in Switzerland, which has a partnership with
Cafetalera la Bastilla, contacted the Fundación about the FPS model after it read a Teach
A Man to Fish paper that described it. The Jacobs Foundation explained it was
collaborating with the Cafetalera La Bastilla to start a nursery, primary, and secondary
school in the mountains of Las Colinas, which is located in the Department of Jinotega,
and it wanted to use the FPS methodology to offer an agricultural technical degree. Their
ultimate goal was to provide a high quality practical and entrepreneurial education to
rural youth who lived in the area so they could graduate as rural entrepreneurs capable of
increasing their standard of living. They also saw the FPS model as a promising strategy
for reducing rural poverty, especially as it addressed many of the causes of rural poverty
(e.g. lack of agricultural knowledge, lack of access to credit, low productivity, etc.).
To provide some background, the Cafetalera La Bastilla had been for some time the only
large company that was operating in this rural, remote, and impoverished area. The
surrounding community had been pressuring it to provide more jobs and otherwise ease
the community’s social problems. The Cafetalera therefore saw this school as a way to
38
enhance its relationship with the local community and also contribute to the community’s
social and economic development.
Fundación Paraguaya agreed to visit the school and in late 2007 conducted a feasibility
assessment of it. The Fundación found there was significant demand in the local
community of Las Colinas for meaningful education that led to sustainable income
generation. It was an agricultural community that did not offer many job opportunities to
graduates of the area’s formal education system. Additionally, technical schools –
including agricultural schools -- were inaccessible to the area’s youth because of cost and
distance.
La Bastilla wanted to ensure that its educational initiative would give students skills they
needed to create their own opportunities and be able to contribute to local development. It
also noted the school was located in a protected forest reserve, which already attracted
tourism and could become a draw to more. Additionally, there were 60 coffee farms in
the area that could potentially hire graduates, and the markets in Jinotega – which is
located 20 kms from the proposed school site and has 25,000 inhabitants – and Matagalpa
– which is located 50 kms. from the proposed school site and has 100,000 inhabitants –
could offer consumers for the products the school generates. There are collective
transportation options (e.g. buses, vans, taxis) available to help bring the products to
market.
La Bastilla contracted the Fundación and Teach a Man to Fish to provide technical
assistance to: 1) write a business plan; 2) create a methodology for comparing graduates
of the Bastilla agricultural school with graduates of other schools in Nicaragua; 3)
develop an education plan based on competencies that integrates the country’s official
curriculum with entrepreneurship and productive on-campus enterprises to achieve selfsufficiency; and 4) implement an accounting system. The costs related to the replication
pertain to contracting this technical assistance, improving the school’s infrastructure, and
installing new private enterprises on the school’s campus. The Jacobs Foundation is
considering financing up to 50 percent of the total cost.
The business plan Fundación Paraguaya and Teach a Man to Fish produced in September,
2007 documents some ways the school could produce income to support is efforts
towards achieving self-sufficiency. It finds that the school’s hotel will likely be the
school’s primary source of income or “anchor enterprise.” The school intends to target
the 800,000 tourists that visit Nicaragua each year and do targeted outreach to travel
agencies and other organizations to raise awareness on the school. Fundación and Teach a
Man to Fish estimate the hotel could generate about 40 percent of the income for the
school in the first year, equaling US$155,790, and bring in about US$419,215 over 5
years. Other than the hotel, the school will likely host many enterprises, including: 1) a
dairy production enterprise to respond to demand from the local market for more dairy
products; 2) a bee and honey production enterprise that will be geared towards exporting;
and 3) a nursery for coffee plants that can be sold to the Bastilla company and other
coffee companies in the area. The following chart projects the financials as they pertain
to the school reaching financial self-sufficiency in 2012:
39
Table 5
Funds in
US$
Projected
Costs
Projected
Income
SelfSufficiency
2008
2009
2010
2011
2012
$210,365
$258,749
$303,042
$338,287
$385,931
$36,038
$140,494
$220,574
$286,856
$388,154
17%
54%
73%
85%
101%
Members of the local community are also expected to play large roles in the sustainability
of the school. For example, La Bastilla organized a committee of parents who will
provide input into the school’s development. Additionally, the Ministry of Public
Education; the National Institute of Technology; the Ministry of the Environment; Jacobs
Foundation; Culculmeca, an association that focuses on environmental sustainability; and
the Zamorano University in Honduras are engaged in building and implementing the
concept. (“Escuela Agricola La Bastilla” 2007)
7.3 Other Organizations Interested in Model in Latin America
While these cases of replication are the most advanced, other discussions are underway to
replicate the model in additional parts of Paraguay and in other Latin American countries.
For example, the Fundación Paraguaya and the Nike Foundation are discussing the
possibility of the Nike Foundation financing an all girls school in Villa Ygatimi, which is
located in the northeastern part of Paraguay, which Fundación Paraguaya would establish
in collaboration with Fundación Moises Bertoni, an environmental organization. The
outline of a feasibility study has been written and the partners are discussing a few
options for moving forward.
In Nicaragua, the Board of Directors of Fundación Financiera Fama de Nicaragua7 is
interested in using the FPS model when developing a rural high school in Nicaragua. A
representative from the Fundación Fama visited the San Francisco Agricultural High
School and identified synergies with their objectives. Discussions continue.
In Bolivia, two collaborations are underway with local NGOs. First, Fundación
Paraguaya is working with the Escuela Agricola Tarairi in Villa Montes, a co-ed
agricultural high school that was started through a collaboration between a Guarani
Indian Nation boarding school and a Catholic school. Fundación Paraguaya is in the
process of developing a business plan for the school to achieve financial self-sufficiency.
Second, the Governor and Legislature that oversee the Department of Tarija agreed to
transfer financial resources and land, which houses a former glass bottle manufacturing
company, to a new school based on the Fundación Paraguaya’s model. Fundación
AVINA is teaming with Fundación Emprender and the Instituto de Capacitacion
7
Fundación Financiera Fama is an ACCION International affiliate.
40
Campesina to develop the replication initiative. Fundación AVINA in Bolivia and
Paraguay also financed an exploratory trip of Bolivian municipal and departmental
authorities to Paraguay to visit the San Francisco Agricultural High School.
In Brazil, two collaborations are underway with large international NGOs. The first is
with CARE Brasil in Piaui and Recife, Brazil. Through contact AVINA initiated, a
representative from CARE Brasil visited the San Francisco Agricultural School in
December, 2007 and expressed interest in developing a similar school in the Prefeitura
Municipality of the city of Sao Joao do Arrail, Brazil. They also made arrangements for a
representative from Fundación Paraguaya to visit this area of Brazil in early 2008 to
develop terms of reference for possibly providing technical assistance during the
replication effort.
The Christian Childrens’ Fund (CCF) is the other large NGO operating in Brazil that is
interested in replicating the FPS model. A team of 3 representatives from the Christian
Children’s Fund visited the San Francisco Agricultural High School in October of 2007
and thought the model could be implemented into the Virgem da Lapa Agricultural
Family School that CCF-Brazil, the Commission for the Development of the
Jequitinhonha Valley, and the city government established in 1988. Representatives from
Fundación Paraguaya will visit Brazil in early 2008 to conduct a feasibility study and
write a business plan.
Finally, in Colombia, Fundación Paraguaya is collaborating with the Fundación Mario
Santo Domingo (FMSD) de Colombia in Barranquilla, Colombia to explore how to
transform a school into one that follows the FPS model. Representatives from FMSD
visited the San Francisco Agricultural High School in late 2007 to see the school in
session. It subsequently expressed interest in having one of its grantee organizations,
Fundación Servicio Juvenil y Bosconia Caribe, become engaged in the replication
project. Fundación Servicio Juvenil y Bosconia Caribe works with homeless children.
(Burt 2008)
8. Linkage of FPS Model to IDB
The financially self-sufficient agricultural school model Fundación Paraguaya has
developed is in line with the Inter-American Development Bank’s (IDB) Opportunity for
the Majority Initiative and current strategies and operations in Latin America and the
Caribbean. The success the school has achieved to date in reaching financial selfsufficiency -- while taking a market-based approach towards producing graduates capable
of supporting their own entrepreneurial endeavors, becoming employed at leading
agribusinesses, teaching in other agricultural schools, and attending university -- shows
the impact the school has had in increasing economic opportunity for those who comprise
the bottom of the economic pyramid, while also contributing to the socio-economic
development of a country. This school is providing the essential service of education to
the low-income majority in a sustainable way. Grassroots organizations in many
developing countries are also highlighting the model’s potential to have an even greater
impact, as many are already replicating the model. It is therefore important to take the
41
time to strengthen the model in order to ensure it provides students from a variety of
contexts with a relevant and practical education that can lift them out of poverty.
8.1 Self-Sustainable Agricultural High School as an OM
Business Model
The following is a brief explanation of how Fundación Paraguaya’s self-sufficient
agricultural school model fits in a unique way the type of corporate business model that
the Opportunities for the Majority Initiative supports, as described in the IDB’s
PowerPoint presentation on the Initiative:
•
•
•
•
Promote higher quality and lower prices: The education Fundación Paraguaya’s
school offers is arguably of a higher quality than other schools in Paraguay and it is
offered at a lower carrying cost. Additionally, the organic produce the school sells is
often of higher quality than the non-organic produce usually sold in markets close to
the school, as well as in Asuncion, at competitive prices. The Fundación made the
conscious decision to teach students how to grow organically so they would be
healthier while at the school, sell healthy products in the community, and be able to
transform their learning into production processes that happen on their families’
farms to support environmental sustainability.
Build local value chains: While students in Paraguay’s and Nicaragua’s selfsufficient agricultural schools sell or will sell agricultural products into local value
chains, through the new value chain curriculum proposed in this report, students will
be better equipped to identify new access points and create new value chains upon
graduation. For example, the business plan drawn up for the La Bastilla school in
Nicaragua calls for students to sell coffee seedlings to the local coffee companies in
order to supply their growers with new plants to expand their plantations.
Foster co-creation of opportunities for businesses and local entities: During the
school’s development, the Fundación established partnerships with businesses, hotels,
and other organizations that decided to purchase agricultural and animal products the
school sold. Additionally, through a collaboration with local government and
indigenous authorities, students at the school provide tutoring to local indigenous
children and develop cultural activities with the indigenous community. The school
has also become a site where organizations hold health clinics, conferences, outdoor
education programs, and cultural and sporting events. It has become a community
center. Finally, school graduates employed at some agribusinesses, such as DAP, are
serving as liaisons with low-income communities comprising the majority, helping to
promote the joint development of solutions to meet the communities’ demands.
Adapt products, services and distribution channels to increase access: Fundación
Paraguaya has adapted microfinance products to offer school graduates lines of credit
to start their own entrepreneurial initiatives, and has worked with students to develop
new distribution channels for the school’s products. Many of the students come from
families that would not be able to access credit from commercial banks, and many
microfinance institutions in Paraguay still do not lend to young people to start their
own businesses. Therefore, the Fundación’s microfinance program has increased the
access low-income people in Paraguay have to credit through its operations at the
42
•
•
school. Additionally, the Fundación built a store on the school’s campus, which
provides organic produce, meals, and household products to the local farming
community that did not have regular and immediate access to these products before.
The school also plans for its teachers and students to offer technical assistance to
women-run cooperatives operating near the school to increase their productive
capacity and access to finance.
Enhance product value: If education can be considered a “product,” the Fundación
has increased its value considerably by making it more relevant, practical, and
innovative. Additionally, the school has enhanced the value of agricultural products
by making them organic. Organic products are still not widely available in Paraguay,
and they contribute to healthy communities.
Offer opportunities to repeat successful experiences: The school offers
opportunities to repeat its successful experiences through the tours, technical
assistance, and learning programs it offers schools and organizations interested in the
model. Its Teach a Man to Fish Network and connection to AVINA, the Schwab
Foundation, the Clinton Global Initiative, and the Skoll Foundation, among others
have helped increase awareness of the model and spark the beginning of the
replication process. Additionally, the First Financially Self-Sufficient Schools
Conference was a knowledge-sharing event that offered other organizations the
chance to learn more about the model to potentially repeat it in their countries.
(“Opportunities Business Models” 2008)
8.2 Meeting the OM Criteria to Obtain IDB Support
Fundación Paraguaya’s financially self-sustainable agricultural high school meets the
IDB’s criteria for supporting Opportunities for the Majority projects in the following
ways:
Developmental impact and majority focus: Projects must be designed with the
objective of having a positive economic or social development impact for the majority.
They should address the needs of majority communities for products and services and/or
create wealth or provide benefits in majority communities. They must provide evidence of
the value added for the target population, contributing to the incorporation of the
majority in the general current of economic growth and social development. Fundación
Paraguaya’s financially self-sustainable agricultural high school model is making a
positive social impact by improving the access young members of the majority have to
quality education that helps them get jobs, start entrepreneurial initiatives, or attend
university upon graduation. In terms of the school’s impact on economic development for
the majority, students at the school learn valuable entrepreneurial and business skills that
increase their capacity to start their own businesses and help other members improve
their businesses and productivity. The school also builds students’ life and financial skills
so they will be prepared to manage their money, including the micro loans they obtain,
and be better able to become positive contributors to the economic development of their
communities and country far into the future. Finally, a student’s attendance at the school
often transforms families, breaking the cycle of poverty and enabling future generations
of families formerly from the majority to contribute to the country’s economic
43
development. The aforementioned examples of graduates highlight the transformative
effects the school has had on families and communities.
In terms of addressing the needs of the majority to create wealth, students learn critical
entrepreneurial, business, financial, and life skills in a practical and participatory manner
that feeds their entrepreneurial and employment pursuits. Students also gain experience
running enterprises based at the school and contributing to the school’s financial
sustainability that helps build a foundation for starting their own income generating
initiatives upon graduation.
The school provides evidence of value added for the target population through the results
of its graduates to date, and the interest this model has generated among members of the
public, private, and civil society sectors around the world. In terms of graduates, in the
last few years, 100 percent of the school’s graduates have obtained jobs, started their own
businesses, or continued to university. Those who returned to their home communities
have taught their family and community members skills they learned at the school, which
has increased productivity and led to new business and income-generating initiatives
within majority communities.
The school helps incorporate the majority into economic growth and social development
by building the business and entrepreneurial skills of young members of the majority so
they can more effectively contribute to rural development through business-oriented
agriculture, provide healthier and organic agricultural products to members of the
majority living in both rural and urban areas, and offer innovative solutions to problems
that have plagued rural development in Paraguay for decades. In regards to social
development, members of the majority (both students and parents) are directly involved
in the educational revolution that is happening in rural Paraguay, as they have helped
form the school’s curriculum and other programs and regularly provide feedback to them.
Members of the majority are therefore directly engaged in improving access to quality
and relevant education that is immediately applicable upon graduation. In the future, the
Fundación aims to use its existing Community Training Center to develop community
leadership and help additional members of the community take the lead in improving
their own standards of living.
Innovation: Projects should be innovative, whether for a specific market or country or
the region. The innovations can include new ways of doing business and accommodating
the needs of the majority. Innovation may entail the engagement of a private sector entity
in a significant role, use of a hybrid or novel business model or process, or partnerships
or new relationships with a majority community, NGOs, subnational governments or the
public sector for the benefit of the majority. This self-sufficient agricultural school model
is innovative in the following ways:
•
The model’s approach -- “education that pays for itself”—is unique: After a short
period, schools can become self-financing, obviating the need for on-going financial
support from outside sources or prohibitively high school fees, which exclude the
poor.
44
•
•
•
•
•
The model is highly replicable. Financial self-sufficiency opens the door to
replication on a massive scale and the creation of many more educational
opportunities for poor, rural youth. Even schools without much capital up-front can
start some income-generating activities to finance program improvements and add an
entrepreneurial dimension to their educational programs. Replication of this model
will likely result in a widespread movement toward financially self-sufficient schools
that offer an entrepreneurial education and empower poor youth to overcome poverty.
Massive replication will result in profound equilibrium change. It could be argued the
world will move from a situation in which poor, rural youth are neglected and
marginalized to one in which their untapped economic potential is released, ending
their exclusion and marginalization and providing them, and society at large, a better
future. This could be a permanent change that brings permanent benefits for poor
rural youth and society.
The model has a strong market orientation. This market orientation serves two
purposes: income generation and the provision of a highly relevant education that
equips students to overcome poverty. Before establishing a school, a careful study of
local market conditions needs to be carried out in order to decide which school
enterprises to create and which competencies to incorporate into the curriculum. Once
established, these on-campus enterprises are to be run as separate businesses. As
students mature, they take increasing responsibility for business management, thereby
developing leadership, entrepreneurial skills, and financial and computer literacy.
Since the school depends on the income that these enterprises generate, teachers and
students must keep up with and adjust to market trends8. This market feedback
mechanism ensures that students learn skills that are immediately useful to employers
and/or in creating their own rural enterprises.
The school’s partnership with local government. Fundación Paraguaya’s school also
has partnered with representatives of the local public sector, such as mayors and
governors, to ensure there is a connection between the school and surrounding
community. The mayor of Benjamín Aceval, the municipality to which the
community of Cerrito belongs, has been pleased with the school improving
educational quality and supporting its graduates returning to their home communities
to build local capacity. The mayor and governor have attended graduation
ceremonies, provided a few scholarships to students, and are supporting the school’s
engagement in local value chains. In an interview at the school in December, 2007,
the mayor of Benjamín Aceval expressed his appreciation to the school for wanting to
collaborate on various initiatives, but not asking for money in the process.
The school’s participatory and long-term approach towards education. The school is
also innovative in its participatory approach to providing entrepreneurial and
technical education that is relevant in an agricultural and rural context, and directly
addresses the needs of the majority for quality education that leads to income
generation. Additionally, graduates gain access to loans to help them execute their
business ideas and are connected with potential employers that are looking for
employees with relevant skills, entrepreneurial mindsets, and the ability to connect
8
Fundación Paraguaya’s school also generates income through the technical assistance it provides other
schools and organizations that request help in replicating the model.
45
with members of the majority. Employers have provided feedback on their needs to
the school – and some are providing scholarships to students who might become
employees upon graduation. The school has engaged private sector entities to learn
what they need the school to teach its students so graduates will have skills these
entities demand.
Scalability: Projects should have the potential for being replicated or adapted for
broader needs inside the country or beyond. Fundación Paraguaya has developed a
holistic and integrated model that can be adapted to and replicated in new contexts,
pending available funding and technical support. The “School in a Box” for the school’s
administration is a significant step towards providing organizations interested in
replicating the model with a guide. It also offers an opportunity to create a “School in a
Box” or similar mechanism for transferring the curriculum framework and lessons
learned to other agricultural or rural schools that want to incorporate entrepreneurship,
business, life, and financial skill building, as well as experiential learning methodologies.
Fundación Paraguaya’s self-sufficient agricultural school has also had an exponential
increase in the number of its beneficiaries – in terms of students and members of the
community – and has generated interest in the model from organizations around the
world. Organizations such as AVINA, the Skoll Foundation, and the Clinton Global
Initiative are also supporting it. Therefore, the school not only has strong potential for
being replicated or adapted, it already is in the process of being replicated in Paraguay, in
other Latin American countries, and beyond.
Additionality: Projects should demonstrate additionality in areas such as financial
additionality and/or institutional strengthening; new access to products and services;
regulatory risk mitigation; environmental, social, health and safety improvements;
catalytic demonstration effect; and corporate governance additionality. Fundación
Paraguaya’s financially self-sufficient agricultural school model offers additionality in
that any IDB investment would set off a permanent stream of income generated by the
school, which would be re-invested to solve the problem of rural poverty. Therefore, the
IDB or other financing mechanism would enable a school to start on-campus enterprises
and other income-generating activities that would lead the school on the path towards
self-sufficiency. Also, additionality would be evident when a replicating institution gives
some of its own resources to start the model’s replication.
Environmental and social impacts: Projects must be designed to have positive
environmental and social impacts as sought under the relevant IDB's policies. As
mentioned previously, the school positively impacts the environment through its teaching
of environmental sustainability to students, the low level of waste it produces, its
production of organic products, and its bio-intensive approach that emphasizes soil
improvement as a way to achieve higher yields on a sustainable basis while conserving
water. The school’s social impacts are evidenced by the employment and entrepreneurial
opportunities to which the school’s graduates have access, the transformative effect the
school has on a student and his/her family that is part of the majority, the potential the
school has to break cycles of poverty and uncompetitiveness, and the ripple effect the
school has on the country’s social and economic development over time. The school also
46
addresses many of what Fundación Paraguaya deems to be the principal causes of rural
poverty in Paraguay, which are a lack of: understanding of how to live off the land via
farming; entrepreneurial skills; access to finance; knowledge on how to use available
natural resources in a sustainable way; and experience working in groups (e.g.
cooperatives) so they can take better advantage of economies of scale. The school
improves agricultural productivity, which has a tremendous impact on rural poverty,
through a better educated workforce9. (“Opportunities Criteria” 2008). It also is oriented
towards the community, emphasizes service to the client, promotes transparency, and
supports staff development, all points ACCION International noted in its social impact
evaluation of Fundación Paraguaya in 2006. (Evaluación 2006)
8.3 Connection to Other IDB Operations
Beyond, the FPS model’s connection to the IDB’s Opportunities for the Majority
Initiative, it also relates to some IDB strategies and projects. For example, the FPS model
relates to the following priority area of the IDB’s Strategy for Agricultural Development
in Latin America and the Caribbean: development of human resources and rural
infrastructure for production and improvements in the quality of life in rural areas (IDB
1999). The Strategy’s related objectives are to: promote productive employment in poor
rural areas, promote the reduction of rural poverty, develop the rural economy, integrate
marginal areas in national development, decentralize government activities, and expand
opportunities for productive agricultural and nonagricultural development in rural areas.
The FPS model shares these objectives and is already starting to meet them.
The FPS model also pertains to the following goals of the IDB’s Country Strategy for
Paraguay (2004-2008): 1) “laying the foundations for sustainable economic growth based
on the market economy”; and 2) “reducing poverty and improving the quality of life of
low-income sectors of the population through the development of human capital and
provision of greater access to quality basic services.” For all the reasons mentioned in the
section on Opportunities for the Majority, this model will help improve Paraguay’s
agricultural and business climate, as well as help develop new services for small and
medium enterprises through the technical assistance it offers, and help boost agricultural
productivity through the new skill sets students -- and by extension their family and
community members -- will have.
The model will also will help reduce poverty by providing access for members of
Paraguay’s poor rural communities to new production opportunities and means to build
their human capital. With Paraguay’s population being quite young (an estimated 26
percent is under the age of 10 and the average age is 23), it is imperative that these young
people have access to quality education that can lift them out of poverty; otherwise, the
country will face the severe consequences of additional unemployment, low productivity,
and slow economic growth. Maximizing the potential of this youthful population will
9
A study the UK Department for International Development commissioned in 2001 found that on average
every 1 percent increase in agricultural yields reduced the number of people living on less than US$1 a day
by .83 percent (Thirtle 2001).
47
directly contribute to Paraguay’s social and economic development, as the IDB
recognizes in its Country Strategy document. (IDB 2004)
The IDB has also supported technical cooperations and loans in these areas that are too
numerous to mention in the scope of this report. From the IDB’s collaborations with
cooperatives the Mennonites manage, to its “Youth Business Training Program” project,
to its “Supporting Labor Markets to Benefit the Majority” program, it is clear the FPS
model complements and supplements some of the IDB’s existing operations in Paraguay.
There might also be ways to connect activities happening at the school to some of the
IDB operations still in execution.
8.4 Exploration of Possible IDB Support for FPS Model
Interest in developing self-sufficient schools, whether they are agricultural high schools
or otherwise, was strongly demonstrated by the high number of participants at the recent
conference on self sufficient schools that was previously mentioned. (List of attendees
may be found in the Annexes.) While at a nascent stage, this movement would seem to
be generating momentum and may compare in certain ways to the beginnings of the
microfinance industry 30 years ago when conventional wisdom held that one could not
“bank on the poor”. So too, many doubt whether schools can truly become financially
self sufficient. The experience of the FPS has demonstrated that given the right
circumstances, it is in fact an attainable goal. Also, like the microfinance industry, if the
movement is to continue to grow and add new success stories; it will need a “champion”
willing to invest in pushing it forward. In order to succeed, financing will be needed for
start-up or transformation efforts, and for developing stronger teaching modules and
teacher training materials. At this stage in the movement, developing some combination
of loans and grants will likely be needed to “seed” the field with models that bear
replication. The Inter-American Development Bank could support strengthening and
replicating the model throughout Latin America and the Caribbean through one or more
of the following approaches:
•
The IDB could help disseminate information about the model more broadly across
Latin America and the Caribbean. Although Fundación Paraguaya has made a number
of promising contacts in many countries, it has by no means made the model known
in all countries. The IDB could do this dissemination directly (e.g. via IDB
publications) or by affording opportunities for the Fundación Paraguaya to present its
experience in international conferences or other fora.
•
The IDB could help improve the model and replication materials by financing the
development of new curricula and teaching methodologies. While the graduate
placement results from the schools are extremely impressive, it is currently a small
pool of the “best” graduates in the country. If replication is successful, competition
will increase and an entrepreneurial mind-set will become increasingly important to
generate new jobs and opportunities. This would include the development of tools
for student-driven value chain and sector analysis, market assessment, and teacher
48
training materials, as well as developing stronger private sector partnerships with
each of the school enterprises.
•
The IDB could identify promising partners for replication, especially:
o private sector entities that would like to exercise Corporate Social
Responsibility by improving education in countries where they have
operations, improving living and security conditions in zones where they
operate, or enhancing the quality of the local labor pool from which they
hire;
o other microfinance institutions (or foundations attached to them) that
already support microentrepreneurship and have surpluses to invest;
o NGOs and other entities that support educational institutions and would
like to both increase the relevance of the education they offer, enhance the
employability of their graduates and reduce annual carrying costs of
supporting such institutions.
•
The IDB could provide grants to allow Fundación Paraguaya to provide technical
cooperation to institutions wishing to replicate the model. Such cooperation would
include a diagnosis of the replicating institution’s institutional strengths and
weaknesses and a road map for improvement; a study of the local market to determine
the demand for goods and services (which would determine which on-campus
enterprises to start) and skilled labor (which would help inform which competencies
to teach); and a school business plan. Fundación Paraguaya has already provided such
assistance to the San Isidro Agricultural School in Pilar, Paraguay and La Bastilla in
Nicaragua. If Nike decides to finance the development of a new school in
northeastern Paraguay, these studies would be among the first steps taken to establish
that school.
•
The IDB could provide grants or loans – or a blend of the two – to institutions
replicating the model. The appropriate financing package will have to be designed on
a case-by-case basis. Schools that have, or intend to have, a principal incomegenerating business (such as a hotel or commercial sized agro-business, or other
large-scale business operation) could probably support a loan, as long as the terms
were appropriate.
•
The IDB could finance the creation of model schools in each sub-region of Latin
America and the Caribbean that would serve as examples to others in the sub-region
for further replication.
•
The IDB could fund or conduct studies on the model, its long-term impact on students
and communities, the replicability of its various key elements, and other related
topics. These studies could help raise awareness of the model, especially if supported
by a comprehensive communications strategy.
•
The IDB could support the development of a comprehensive communications strategy
that the Fundación Paraguaya and Teach a Man to Fish could deploy. Staff of the
49
IDB’s Opportunities for the Majority and External Relations team could engage with
staff from the Fundación Paraguaya and TAM2F to develop long-term development
communications mechanisms to build support for the model, as well as for
entrepreneurship and relevant education in rural settings. The IDB might also be able
to use its media tools and networks to support this effort.
•
The IDB could provide Fundación Paraguaya with funding to start a regional fund for
financially self-sufficient schools to start around Latin America and the Caribbean.
Schools and other organizations interested in replicating the model could apply for
funds from this regional fund when they require technical assistance, new curriculum,
and other tools that will help their new school achieve self-sufficiency while offering
a relevant and high-quality education that lifts young people and their families out of
poverty.
9. Conclusions
The following summarizes some of the important conclusions of this report:
•
Fundación Paraguaya’s self-sufficient agricultural school effectively achieves its
value proposition of making a systemic change in the educational system to offer high
quality technical and entrepreneurial education to underprivileged Paraguayan youth
who graduate with usable skills they can immediately apply on their family farm, in a
new business venture, as an employee in the agricultural industry, or in university
while also having access to credit and follow-up services. One hundred percent of the
school’s graduates have been placed in one of these tracks every year since the school
has followed the new model.
•
The school’s sustainable advantage lies in its:
o ability to recruit and select high potential students from a large pool of
candidates;
o ability to regularly produce high school graduates qualified to run their
family’s farm, get a job, or go to university;
o business approach and practical training that promote constant innovation
and cost-controls;
o reputation as an institution that provides graduates that possess the skill
sets needed in the agricultural community, ie employers.
•
While the school’s model provides significant business skills and entrepreneurship
education, it can be further strengthened by adding market assessment and value
chain analysis components, giving more of the cost accounting and market
development responsibilities to the students, and better integrating the business and
entrepreneurship curricula with the school’s “common” curriculum. Support for
developing these components will be necessary, and added to the School in a Box
materials, they will significantly increase SIAB’s value.
50
•
The school has achieved its stated goal of becoming financially self-sufficient
through income generated by both student-run agricultural enterprises and school-run
enterprises. It is early at this point to determine the capacity that school has to
generate additional income that will allow for capital investments, expansion of
businesses, etc. That said, the school’s business plan projects that income will exceed
operating expense by 25% in FY2008.
•
The students’ ability to access credit for their enterprises through Fundación’s
microfinance operations is a significant value added. However, its potential benefit
has not been fully maximized as few students have accessed these lines of credit to
date. Further examination of how to leverage fully the relationship with Fundación
Paraguaya’s microfinance institutions should be conducted.
•
The school targets young people from families that comprise the “majority.” As
stated in the IDB’s presentation on Opportunities for the Majority, “This low-income
sector has not benefited substantially from the region’s recent economic growth, and
meeting its needs requires new investment approaches from both the public and
private sectors to make a positive impact from which all will benefit.” This model
provides a means for youth from low-income farming families to escape from the
“cycle of informality, misinformation, and uncompetitiveness that prevents those in
the majority from realizing their productive potential and creating new wealth for
themselves and for the economies in which they are included.” (A Market, 2008)
•
The School in a Box provides an important tool for schools looking to replicate the
model pioneered by FPS. Additional work can be done to develop the academic
approach of the model and document it in a similar manner. This should include
developing experiential methodologies for all subject areas, providing teacher training
modules in a variety of subject and method areas, and developing linkages with the
private sector to strengthen academic programs.
•
Great interest in replication in the region exists, as evidenced by the number of
schools who are already beginning to transform their institutions, and by the number
of participants who attended the recent conference on Financially Self-Sufficient
Agricultural High Schools.
•
Finding the means to finance the start-up or transformation of the school to become
financially self-sufficient is one of the greatest obstacles to replication.
51
Bibliography
Acosta, Celsa. Interviews. 5-14 January 2007. Paraguay.
“A Market-Based Approach.” 2008. Inter-American Development Bank.
http://www.iadb.org/OM/Amarket.cfm?&print=true. Accessed 20 December 2008.
Annual Report 2006: Fundación Paraguaya.p. 31
Brusquetti, Angel. Interview. 11 December 2007.
Burt, Martin. Biography. September 2007. http://www.ymeconference.org/agenda.asp .
Accessed 25 January 2008.
Burt, Martin. Interview. January 2007.
Burt, Martin. Keynote speech to Global Youth Microenterprise Conference. September
10, 2007. Washington, DC.
Cateura, Luis Fernando. Interviews. 5-14 January 2007. Paraguay
Clinton Global Initiative 2007 Commitment Announcement. 2007
Country Strategy with Paraguay. 2004. Inter-American Development Bank.
Escuela Agricola La Bastilla Business Plan 2008-2012. September, 2007. Fundación
Paraguaya and Teach A Man To Fish.
“Escuela Agricola San Francisco.” PowerPoint Presentation by Martin Burt. 4 December
2007.
Escuela Agricola San Isidro Labrador Business Plan 2008-2012. 2006. Fundación
Paraguaya.
Evaluación del Desempeno Social de Fundacion Paraguaya, Paraguay. August 28, 2006.
ACCIÓN International.
“Getting Started.” Chapter 1. School in a Box. 2007
“How To Educate Successful Rural Entrepreneurs.” Chapter 6. School in a Box. 2007. p.
22
“How to Organize Your School.” Manual 3. School in a Box. 2007.
Iniciativas Ciudandas. 2004. Alumnos trabajan la “doble excavación.”
52
Iniciativas Ciudadanas. 2006. Cuando el esfuerzo supera a las carencias, surge un
emprendedor.
Kehler, Mary Liz. Interview. 25 January 2008.
“Opportunities for the Majority: Business Models.” IDB website. Accessed 25 January
2008. http://www.iadb.org/OM/Models.cfm?language=English
“Opportunities for the Majority: Criteria for Opportunities for the Majority Projects.”
IDB website. Accessed 25 January 2008.
http://www.iadb.org/OM/criteria.cfm?language=English
“Opportunities for the Majority Initiative.” 2007. PowerPoint presentation. InterAmerican Development Bank.
“Pilar, Paraguay Business Plan.” 2006.
San Francisco Agricultural High School Business Plan. 2005.
School in a Box. 2007. Fundación Paraguaya.
Solomon, Luis. Interviews. 5-14, 2007. Paraguay.
Teach a Man to Fish. Website. Accessed 25 January 2008.
http://www.teachamantofish.org.uk/
Thirtle C., Irz L., Mckenzie-Hill V. and Wiggins S. 2001. Relationship between Changes
in Agricultural Productivity and the Incidence of Poverty in Developing Countries.
Report commissioned by the UK Department for International Development, London.
UN Habitat, 2006. State of the World’s Cities 2006/7. UN Habitat Publications: New
York, USA.
“What We Do: Financially Self-Sufficient Farm School.”
http://www.Fundaciónparaguaya.org.py/index.php?c=307. Accessed 25 January 2008.
53
Annex A
Individuals Interviewed
Names/Addresses
Celsa Acosta, Academic Director, San Francisco Agricultural High School,
cacosta@Fundaciónparaguaya.org.py
Solomon A. Adebola, P.H.D., HOD Business Administration & Marketing, Babcock
University,
[email protected]
Halimah Awang, Deputy Dean, Faculty of Economics and Administration, University of
Malaya (Kuala Lumpur),
[email protected]
Natalia Bareiro Gulino, Incubadora de Empresas y Emprendedores, Junior Achievement,
Fundación Paraguaya, nbareiro@Fundaciónparaguaya.org.py.
Angel Brusquetti, Gerente de Desarrollo Rural, Fundación Moises Bertoni,
[email protected]
Diane Espinoza, Centro Cultural Melodia Villa Hayes,
[email protected]
Sylvia Finlayson, Director of Program Development, Rising Star Outreach
[email protected]
Makonen Getu, Director for Strategic Alliances, Opportunity International,
[email protected]
Mary Liz Kehler, Director of Planning, Fundaciónparaguaya,
mlkehler@Fundaciónparaguaya.org.py
Anthony K. Murathi, Program Manager, Africa Now,
[email protected]
Isidro Romildo Roussillon Pascottini, Gobernador, Gobernacion XV Departamento de
Presidente Hayes,
[email protected]
Jose Luis Salomon, Director, Junior Achievement, Fundación Paraguaya,
jlsalomon@Fundaciónparaguaya.org.py
54
Luis Fernando Sanabria, Director of Microfinance, Fundación Paraguaya,
lfsanabria@Fundaciónparaguaya.org.py
Jeffrey Shannon, Program Director, MercyCorps,
[email protected]
Guillermo Terol, Gerente Social-Ambiental, Desarrollo Agricola del Paraguay,
[email protected]
Professor James Tooley, President, The Education Fund,
[email protected]
Jennifer Ungemach, Latin American Program Liaison, Ecology Action,
[email protected]
Roberto Urbieta, Executive Director, Junior Achievement,
urbieta@Fundaciónparaguaya.org.py
Graduates of the Escuela Agricola (Interviewed)
Daniel Astigawaga – Graduated 2007
Jorge Flores – Graduated 2007
Daigo Cuevas – Graduated 2006
Abel Noguera – Graduated 2004
Adalberto Ojeda – Graduated 2004
55
Annex B -Teacher Profiles
The majority of San Francisco Agricultural High School teachers are professionally
certified, are on average 40 years old, and live with their families in the local
community. The furthest some travel between home and work is 60 kms. All teachers
have an understanding of rural areas and life in the countryside. Over the past few
years, the Fundación has reduced the number of teachers who teach at the school and
increased the number of subjects each teach to keep teachers more connected to the
school. For example, one of the teachers, Lilian Lorena is now in charge of all classes
related to the exact sciences (e.g. Math, Physics, and Chemistry).
The following chart provides additional information on the school’s teachers. The
“Common Plan” denotes schooling in general subjects (e.g. history, geography,
literature, etc.) while “Technical Plan” denotes schooling in vocational subjects.
Name
Mario Eduardo
Mendieta
Fernández
Lilian Lorena
Llano Ojeda
Age
45
31
Profession
Location
of
Residency
Economist
Bio
Chemist
Benjamín
Aceval
Benjamín
Aceval.
Classification of
Studies
Common Plan Historia y Geografía
Common PlanCiencias exactas
Virgilio Borges
49
Professor
Celso Javier
Rolón Lezcano
44
Veterinarian
Juan Carlos
Núñez Paredes
44
Professor
Benjamín
Aceval
Technical Plan,
General Services,
Machines and
Production
Specific Teaching
Plan- Animal
Production
Common Plan Gimnasia, Deporte y
Recreación
Tomas Ramon
Sotelo Pagliaro
34
Agronomist
Engineer
San
Lorenzo
Technical PlanVegetable Production
Teacher
Benjamín
Aceval
Common Plan –
Spanish language,
María Fermina
Martínez de
Paredes
47
Benjamín
Aceval
Luque
Annual
Salary
US$
Date
Started
Working
3.048
01/03/1999
4.437
25/02/2002
7.410
01/11/1994
4.239
01/03/2000
19/02/2003
5.042
25/04/2000
3.956
56
In
November,
2003 asked
Guarani language,
and Literature
Espinoza
Acosta, Rufino
46
Teacher
Benjamín
Aceval
In charge of animal
production
for leave to
be with ill
son; Joined
school
again
21/01/2008
4.998
01/09/2008
57
Annex C- Students’ Average Daily Schedule and Academic Activities
TIME
CLASSROOM
SESSION
FIELD
SESSION
5.45
Wake up call
Wake up call
6:00
Dorm clean-up
Compost
7:00
Breakfast
Breakfast
7:30
Classes start
Field
start
9:30
Break
Break
9:50
Classes
Field work practices
11:00
Field
end
work
work
WORK
practices
practices
11:20
Classes end
11:30
Lunch
Lunch
12:0013:00
Break
Break
13:0016:00
Afternoon
begin
16:00
Afternoon snack
16:1518:00
Sports and extra- Sports
and
extracurricular activities
curricular activities
18:10
Study hall
Study hall
20:00
Dinner
Dinner
20:30
21:45
- Leisure
Leisure
classes Afternoon field work
practices begin
Afternoon snack
21:45
Quiet time
Quiet time
22:00
Lights out
Lights out
What type of activities take place in the classroom?
The theoretical foundations of the school curriculum are delivered in the classroom where
the teacher and students explore the concepts and develop specific subject matters.
Instruction is supported by the traditional teaching resources such as classroom boards,
58
textbooks and notebooks. Library resources and computers are also available to aide the
learning process of the students in the media center.
What type of activities take place outside the classroom?
The field work practices represent the main activity outside the classroom. During these
events, students have the opportunity to put into practice the concepts and ideas explored
in the classroom and apply their knowledge in the field of action. Students rotate
between the different productive units in the field to maximize learning and gain practical
exposure to the diverse areas of agriculture and farming.
59
Annex D
WHAT WAS THE CLASS OF 2006 DOING THREE MONTHS AFTER
GRADUATION?
(Activities as of February 2007, 3 months after graduation)
1. Rubén Ramirez, first in his class, was studying on a scholarship at EARTH
University in Costa Rica.
2. Mario Cristaldo was working for a goat-raising livestock business in Luque.
3. Milciades Amarilla was working for the Moíses Bertoni Foundation, Paraguay’s
premier environmental organization. He is an agricultural extension agent in charge
of the Britez Cué Project.
4. Aldo Moreira was working as an extension agent for the Volendam Cooperative.
5. Rolando Ruiz Diaz was working as an extension agent for Dreyfus. He was the
assistant to the Manager of Dreyfus´ project in Tacuara and was supervising two of
his former classmates.
6. Gustavo Acuña and (7) Aldo Ponce were working for Dreyfus on the Tacuara
Project, with their classmate Rolando Ruiz Diaz.
8. Carlos Rodriguez was working for an agricultural enterprise in the Chaco.
9. Alcides Iturbe was working for an agricultural enterprise in the Chaco.
10. Robert Garay had joined the ESOFAER unit of the armed services.
11. Cristian Caballero was preparing to enter university in School of Agricultural
Business in Santa Rosa del Aguaray and was working on the family farm.
12. Daigo Cuevas had been hired by Dreyfus to work on the Campo 9 project in
Caaguazú.
13. Ignacio Rivas had been hired by Dreyfus to work in Encarnación, Itapúa.
14. Cristóbal Ortigoza and (15) Jesús Mosqueira were working for SENACSA (the
national animal health inspection agency) overseeing vaccinations against hoof and
mouth disease.
16. Denis Rios was working for a cattle-raising company in Filadelfia.
60
17. Brian Gorman was preparing to take the entrance exam for University veterinary
program in Caazapá.
18. Bernardo Servín Cuellar had been hired by the Reserva Tati Yupí of Itaipú, for his
experience with the rural hotel and hotel services. (Ch. 1 School in Box)
61
Annex E -- List of School in a Box Manuals/Chapters
Chapter 1: Getting Started
Manual 2: Self-Evaluation
Manual 3: How to Organize Your School
Manual 4: How to Generate School Income
Manual 5: How to Run A Self-Sufficient Agricultural School
Chapter 6: How to Educate Successful Rural Entrepreneurs
Manual 7: How to Organize Student Life
Manual 8: How to Achieve Sustainability
Manual 9: How to Develop a Business Plan for an Agricultural School
Manual 10: How to Finance Your Plan
62
F. List of Attendees at Financially Self-Sufficient Schools Conference; Paraguay;
December 4-6, 2007
63
64
65
AGRICULTURAL SCHOOL
All Operational Units Until: 12/31/2007
Dairy Industry
S TATE OF RESULTS
INCOME
MILK
COW
P IGS
CHICK EN, EGGS
GOA T MILK
RABBITS
B EE HONEY
GA RDE N SALES
S MALL FARM SALES
LODGING
CAPACITY BUILDING CENTER
REGISTRATION FE ES
S TORE SALES
DAIRY
TECHNICAL ASSISTANCE
V ARIOUS INCOME
RENTAL OF CHICKEN SHED
A RTESANRY PRODUCT S ALES
S OUVENIR SALES
S ALE OF MOTORIZED VEHICLES
COSTS
S ALARIES
E LE CTRICAL ENERGY
INS URANCE
DEPRECIATIONS
TELEPHONE/INTERNET
MAINTENANCE
A GRICULTURAL PRODUCTS
LIVESTOCK PRODUCTS
S CHOO L DINING
GA STRONOMIA
B ALANCEADOS
FODDER
TOOLS
COMBUSTABLES
OFFICE SUPPLIE S
DORMITORY COSTS
TAXES
TRIPS & PE R DIEMS
DIV ERSE COSTS
P HOTOCOPIES
LOCAL CLEANING
Results
Transferences between sections
Garden products
Farm and fruit products
Livestock products
Cow meat
P ig meat
E ggs
Chicken
Milk
Cheese
Goat milk
Milk products
Mercaderías
Restaurant
Compensated consumption
Result of transfers
Income to realize
Chickens
Milk
Goat milk
Rabbits
Mercaderías
E vents of hotel and center
Technical assistance
Motors, etc.
Total income to realize
Result
Livestock
151.671.042
79.753.844
1.500.000
22.450.271
34.065.408
9.200.081
3.183.879
1.517.559
%
12%
Agriculture
23.384.083
%
2%
Hotel
226.325.202
%
18%
Center Comm.
Capacity
Building
218.100.724
% P arador (store)
18%
15.987.568
%
1%
16.195.545
Technical
% tudent Stor
%
1%
0
#¡REF!
%
33%
Assistance
401.162.581
Academics
61.867.506
5.939.832
17.444.251
226.325.202
218.100.724
61.867.506
15.987.568
16.195.545
401.162.581
204.274.922
21.484.039
1.994.800
145.913
3.287.365
0
452.386
0
8.703.561
0
0
166.368.679
0
0
192.000
6.455
0
44.800
55.455
823.582
16.000
699.887
-52.603.880
74%
0
0
0
4.630.000
5.528.700
7.586.000
1.694.260
40.133.525
0
655.000
0
0
0
60.227.485
7.623.605
104%
17%
23.822.236
11.819.946
1.595.840
19.455
438.315
0
60.318
8.638.361
0
0
0
0
0
0
1.250.000
0
0
0
0
0
0
0
-438.153
98%
2.954.830
7.463.125
0
0
0
0
0
0
0
0
0
0
0
10.417.955
9.979.802
142%
2%
91.840.664
36.928.815
2.992.200
486.375
10.957.883
0
1.507.955
0
0
0
28.524.551
0
0
0
1.680.375
49.500
0
41.364
26.182
6.865.282
124.228
1.655.955
134.484.538
246%
0
0
0
-1.044.000
0
-469.000
-54.000
-411.500
0
0
-112.000
-56.700
0
-2.147.200
132.337.338
244%
7%
78.415.526
49.948.008
2.992.200
593.378
13.368.617
0
1.839.705
0
0
0
0
0
0
0
1.680.375
49.500
0
0
0
6.865.282
124.228
954.234
139.685.198
278%
-500.000
-500.000
-300.000
-750.000
-875.000
-2.925.000
136.760.198
274%
6%
8.523.733
1%
0
3.989.600
97.275
2.191.577
0
301.591
0
0
0
0
0
0
0
1.262.875
0
0
0
16.200
199.900
0
464.715
7.463.836
188%
-153.580
-151.575
0
0
0
-3.262.500
-830.860
-2.344.575
0
-7.000
-1.695.570
65.900
0
-8.379.760
-915.924
89%
6.563.212
0
3.989.600
87.548
1.972.419
0
271.432
0
0
0
0
0
0
0
0
0
0
70.371
0
72.090
0
99.753
9.632.333
247%
0
0
0
0
0
0
0
-12.508.800
0
-288.000
2.963.490
-9.200
0
-9.842.510
-210.177
-97%
1%
0
0%
0
0%
74.045.614
54.313.470
0
29.183
657.473
0
90.477
0
0
0
0
0
0
0
1.262.875
0
0
0
0
17.692.136
0
0
327.116.967
542%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
327.116.967
542%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
6%
465.013.464
237.766.446
15.958.400
4.377.377
98.620.947
5.137.695
13.571.594
0
0
77.447.859
0
0
5.795.616
564.274
1.645.182
487.739
782.235
0
971.894
536.273
565.575
784.358
-403.145.958
13%
-2.301.250
-6.811.550
0
-3.586.000
-5.528.700
-3.554.500
-59.400
-23.993.650
0
-360.000
-1.155.920
0
0
-47.350.970
-450.496.928
3%
0
0
0
0
132.337.338
0
136.760.198
0
0
7.623.605
0
9.979.802
0
-915.924
0
0
-210.177
#¡REF!
0
327.116.967
0
-450.496.928
66