- Community Engagement and Strengthened Local Ownership: Before implementing a revolving fund, it is crucial to conduct extensive consultations with the community to ensure their buy-in and full understanding of the system’s operation and objectives. The active participation of future beneficiaries in the design and implementation of the model will foster a sense of ownership and collective responsibility. “Respect the internal approach of local groups by facilitating environmental studies.
- Strengthening Local Capacity in Management and Accounting: Training programs adapted to local contexts should be implemented to develop the skills needed for financial management, equipment maintenance, and monitoring of the revolving fund. The involvement of people who already have skills in these areas within the community could also be promoted. “Investing in people: the training of managers must provide them with a true development ethic based on rigor, creativity, understanding, and respect for the rural environment.”
- Diversification of Income-Generating Activities: To ensure economic sustainability, it might be wise to explore complementary income-generating activities beyond the simple use of the mill (e.g., processing of milled products, sale of by-products).
- Establishment of Transparent and Participatory Governance Structures: Management committees comprising representatives from different community groups should be established with clear rules regarding decision-making, benefit distribution, and potential conflict management. Accountability mechanisms should also be provided. “Promote a mode of shared governance.”
- Adapting the Model to Specific Contexts: The principle of the revolving fund could be adapted to other priority needs identified by communities, taking into account local economic, social, and cultural specificities. For example, a revolving fund for the acquisition of agricultural equipment, seeds, or access to health services could be considered.
- Initial Targeted and Temporary External Support: Initial external assistance could be mobilized to facilitate the launch of the first “Moulin Père,” provide training in management and maintenance, or support the establishment of governance structures. However, this assistance should be designed with a view to gradual disengagement so as not to create dependency. “International aid, too, must change. It must play the game of autonomy for development associations. It must plan with them the ‘end of aid’ by helping them create and strengthen their own revenues, reserves, and capital.”
