Module 1 - Guinea: Livestock Sector Partnership-Public Sector Herder Organizations and the Private Sector

 

With this project, the National Directorate for Livestock (DNE) focused again on its public service mission and completed the transfer of animal health care and input distribution to the private sector. The DNE remained responsible for policy making, supporting the development of herder and other professional organizations (including research and extension), and ensuring epidemiological surveillance and control.

 

Benefits and Impacts

Pre-1987

The program put in place a nationwide livestock services system (for input delivery, technology transfer, advocacy, and training) based on private delivery (veterinary clinics, private farms, and paraprofessionals). This intervention improved the efficiency of services and strengthened social linkages in transhumance zones of conflict (table 1.2). Stronger herder organizations and the presence of private operators improved demand for and quality of services to such an extent that the total numbers of auxiliaries nationwide is expected to reach 21,000 in the near future¾a 1:10 ratio of auxiliaries to herders, compared to a 1:20 ratio today.

Reforms contributed to annual growth in the livestock sector of 5.6 percent, growth in livestock numbers from 2.4 to 3.5 million, and an increase in meat production of 12,750 tons. The coverage of basic animal health care services improved for herders, and additional employment was created. Annual fiscal revenues from the sector rose, and herder organizations have been able to pay for basic services, thus ensuring the sustainability of the investment in the sector. With the privatization of two state agencies, the private sector is now solely responsible for distributing animal health products.

 

About 1050 groups received support (primarily capacity strengthening) from the DNE. In addition, DNE provided support to more than 200 departmental, provincial, regional, and national coordination committees. A total of 54 conflict management committees were established in transhumance migratory areas to help resolve conflicts between farmers and herders.

 

Lessons Learned and Issues for Wider Applicability

The Guinea experience can serve as a model for rehabilitating the livestock sector. Specific strategies and investments will vary depending on local situations, but four conditions are likely to be required for any reform initiative to succeed:

• Reform is a long-term process that spans the life of more than one project. It requires the adoption of an agreed approach by all concerned parties to be successful. The

  case of the livestock reforms is such an example. It has taken over a decade to implement and has broad support of all involved.
  
  

• Working through existing national directorates instead of project units, and using civil servants instead of contractual personnel for project implementation, strengthens government’s capacity and ownership.
  
  

• The government’s political buy-in is an absolute necessity for a major privatization initiative to be implemented successfully. Buy-in can be achieved by demonstrating up-front that privatization can be a win-win proposition, as in the case of the DNE.
  
  

• Motivating and equipping staff to leave the public sector is not achieved merely through training. A sound program must also assist concerned staff during the transition.