In the aftermath of the severe 1968-73 famine in the Sahel, Burkinabe development expert Bernard Lédéa Ouedraogo began his search for a new model of community development. Heavily agricultural rural areas had been particularly devastated by the famine. In response, Ouedraogo envisioned a non-governmental organization (NGO) that would provide innovative ways for farmers to diversify their sources of income.  Thirty years later, Ouedraogo’s dream has become Six-S, an internationally recognized NGO whose 2,000 active village groups operate throughout West Africa.

Six-S is organized to resemble pre-existing West African social structures, such as the NAAM movement (a youth association among the Mossi people) [1].  Like NAAM, Six-S benefits from innovative local leadership; the incorporation of traditional values into each group’s operations; social, ethnic, political, and religious inclusiveness; and internal leadership and motivation [2]. Additionally, Six-S adopts many features of informal West African women’s associations: It uses collective action to empower groups of individuals who have domestic responsibilities, numerous activities in the informal sector, and little official power in the public sphere. 

Ouedraogo’s model stands in stark contrast to development programs whose terms are determined from abroad, which operate primarily in urban centers or in easily accessible rural areas, and which focus exclusively on generating income rather than empowering community members. Instead, Ouedraogo emphasizes his organization’s long-term goal of removing obstacles to peasant mobilization. To that end, he aims to educate community members on sustainable ways to address drought and desertification; to bridge the information gap between government officials, aid agencies, and villagers by training mediators; and to raise funds for the implementation of small projects.  Most important to the success of Six-S is its ability to accomplish all of these tasks while providing employment during the dry season [3].

The structure of Six-S allows for central control and oversight while reserving most of the decision-making power for members at the village level.  Each of the 2,000 Six-S groups is structured identically and belongs to one of eighty-nine geographic “zones” of operation. The system ensures that all of the groups guard the same objectives while encouraging programs that are tailored to the needs of a particular area. Further, the organization’s funds are tightly regulated [4]. Six-S’s comprehensive training program for members also facilitates local control by emphasizing capacity-building:  members learn techniques for community organizing, project planning, and basic accounting procedures [5]. Overall, the structure, decision-making process, and training program of Six-S create an atmosphere conducive to innovation at the local level.

Some Six-S projects, such as building schools and repairing roads, are not directly linked to farming. However, the vast majority of the organization's projects focus on agriculture, the primary source of income in the communities where Six-S operates.  Specifically, the organization funds traditional practices such as zaï and rock bunds, which combat erosion and regenerate fields during the dry season [6]. After thirty years, the sustainable results of these seemingly small projects are staggering:  Six-S groups have applied water and soil conservation methods to forty percent (150,000 hectares) of Burkina Faso’s cultivated land. Of this area, thousands of acres had been at risk of desertification but are now used as arable farmland. Consequently, Burkinabe farmers have enjoyed increased yields of cereal crops, and many have begun to diversify their production by growing vegetables [7].

The organization Ouedraogo founded is now a model for capacity-based development in Africa.  In addition to its increase in members, Six-S has seen a corresponding increase in funding, both domestically and internationally [8]. Its record of success has also brought the organization less tangible benefits, such as trust from local communities because of its federated structure and the voice it accords to each member. 

Six-S is by no means the sole solution to poverty:  Burkina Faso still ranks 174th of 177 surveyed countries in the UN Human Development Index (HDI) [9], and its citizens survive on a GDP per capita of $1,600 per year (adjusted for purchasing power parity).  Further, the infant mortality rate is high, and the literacy rate is low (particularly for women) [10]. Rural areas remain significantly more vulnerable than urban centers:  desertification continues, and drought regularly threatens farmers’ livelihoods.

Yet Six-S demonstrates the potential for community development projects to impact the lives of individuals and entire villages.  IIJD shares the commitment of Six-S to making a difference by empowering people, particularly through the principles of grassroots organizing, rural development, and self-determination.  We commend Six-S for its accomplishments and uphold it as a model for African community development.