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Key Partners
Status
Start year of the initiative:
2011 – still ongoing.
Next steps of initiative:
Expansion of 4-H Enterprise Garden in Ethiopia. A strategy assessment of the South African operation is in progress to determine additional expansions
Impact
Country(ies) of impact:
Ethiopia, Ghana, Kenya, South Africa, Tanzania
Time to intended impact:
Less than 2 years
Metrics:
- Percent of graduate hires as a percent of our overall external hires
Benefit to organization:
- Indirect benefit to organization
Key Partners
Status
Start year of the initiative:
2011 – still ongoing.
Next steps of initiative:
Expansion of 4-H Enterprise Garden in Ethiopia. A strategy assessment of the South African operation is in progress to determine additional expansions
Impact
Country(ies) of impact:
Ethiopia, Ghana, Kenya, South Africa, Tanzania
Time to intended impact:
Less than 2 years
Metrics:
- Percent of graduate hires as a percent of our overall external hires
Benefit to organization:
- Indirect benefit to organization
Enterprise Gardens
Submitted by DuPont
Objective
To promote agriculture as an attractive career path for younger generations and equip them with entrepreneurship skills.
Overview and Main Activities
DuPont and the youth organization 4-H have partnered to strengthen youth development in rural African communities through the 4-H Enterprise Gardens programme. While 4-H is responsible for the implementation of the initiatives, DuPont provides funding and support in the curriculum development.
4-H Enterprise Gardens teaches school-aged children practical skills in agriculture, entrepreneurship, science, innovation and leadership. The initiative encourages an interest in agriculture through hands-on learning initiatives where students set up vegetable gardens, which they run as small businesses. Participants plan the layout of the garden, prepare the soil, choose plants/seeds and sell their products for a small profit.
Volunteers provide students with guidance and insights into the agriculture business, and local communities also benefit from the programme. 4-H also collaborates with the government to teach farmers in local communities to work with hybrid seeds and newer agricultural practices.
To implement Enterprise Gardens, the Leadership Institute, launched by 4-H in 2012, trains 4-H leaders and volunteers on agricultural innovation and farming methods across all five African 4-H Enterprise Gardens locations.
Currently, there are three hubs of excellence set up within the 4-H programmes: (1) Ghana serves as the hub of excellence for 4-H Enterprise Gardens, (2) 4-H Tanzania is the hub of excellence for the Leadership Instruction Institute and (3) Kenya serves as the hub of excellence in monitoring, evaluation and knowledge centre systems.
Government partnerships are crucial to the success of the programme. They include the Ministry of Education and the Ghana Education Service, Ministry of Food and Agriculture and the various district assemblies in all participating districts. Corporate partners programme co-founders Cargill, Motorola and the Nike Foundation. The Bill and Melinda Gates Foundation is another key partner.
Success Factors and Challenges
Most critical success factors:
- Buy-in from national and local government, which is key in sustaining the 4-H Network in Africa
- Positive effect on community; student productivity has exceeded that of local farms
Main challenges:
- Scaling up the garden concept
About the Organization
Website: www.dupont.com
Sector: Chemicals
Size (number of employees): 50,000-100,000
Headquarters: Wilmington, United States