Ensuring Successful Implementation in Value Chain ...

yawnknotManagement

Nov 6, 2013 (3 years and 5 months ago)

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Organizational Capacity:

Ensuring Successful Implementation in Value
Chain Programs

Alexandra Snelgrove, MEDA

Tracy Gerstle, CARE

Thulasy Balasubramaniam, EWB

Panel Overview


Industry Challenges


Testing Our Capacity


Sharing Our Experiences: Different
Perspectives


Tracy Gerstle, CARE


Alexandra Snelgrove, MEDA


Thulasy Balasubramaniam, EWB


Concluding Remarks


Question and Answer



Importance of

Capacity Building


Thousands of NGO staff have participated in market
facilitation training…..



Hundreds of Market Analyses and Value Chain
Development Program Designs have been
completed….



And yet, there are still relatively few, large
-

scale,
successful market development programs….






Importance of

Capacity Building

Why?

Industry Challenges

Working as a facilitator necessitates a
different capacity and starting
point…



Approach requires a unique staff
mindset and expertise


Flexibility critical


Different program management
and staffing models, operations,
and budget required


Familiarity with business models
and processes


Longer time to achieve results


Heightened emphasis on M&E and
learning over life of program

Ideas on a good
graphic for this?


Could be as
simple as a
project lifecycle,
or perhaps a
map showing
two different
potential routes

Testing Capacity


Hypothesis behind the tool:


Initially developed for internal purposes to guide
EWB’s

investments.


Practitioners could benefit from breaking down market facilitation into
more tangible parts


Purpose:


Disaggregate components of market facilitation


Knowledge/Understanding ( Know
-
What)


Capacity ( Know
-

How)


Offer starting point for conversation on organizational upgrading needs
based on
behaviours
/evidence


Activity:

1.
We will walk through 2
-
3 dimensions of the tool

2.
For each read the different practices/
behaviours

within each dimension


which
behaviours
/responses best reflect your organisation?

3.
Discuss with the individuals around you some of the challenges that you
face in moving up to the next level? ( 5 minutes)

4.
Key insights? Comments to share?


Where is your organisation?

Know
-
What
the approach

Know
-
How



ability to implement approach

Sophisticated MF
Understanding

Conventional
Agric Approach

Low

High

20

20

10

10

Know
-
How


5 key dimensions of org :

1.
Field Staff Capacity

2.
M&E Systems

3.
Management Approach

4.
Organisational

Culture

5.
Relationships with Donor



Know
-
What


5 questions to gauge
knowledge/understanding:

1.
What is the
problem?

2.
What is the
outcome?

3.
What are the
constraints
?

4.
What is the
intervention
strategy
?

5.
What is the
role of org
?


Sharing Our Experiences

Mennonite Economic

Development Associates

Building The Organizational Capacity of
CARE in Market Development

A Quantum Leap in the Fight Against Poverty

Tracy Gerstle

Economic Development Unit

Sustainable Livelihoods Cluster

Bangladesh:
Strengthening the
Dairy Value Chain

2007
-
2011

$5.25 m BMGF



Ethiopia:
PSNP
-
Plus

2008
-
2011

$14 m USAID



Peru: Portfolio of
Programs: IADB,
Wal
-
Mart,
USDA:
Horticulture and
Small Livestock


Points of Light in Market Development Approaches at CARE

Sierra Leone:
Improving Child
Well
-
Being Via Egg
Value Chains

2009
-
2011

$2.4 m USAID



Zambia: ADAPT
Agro
-
Dealer Project

2008
-
2011

$3.05 m AGRA





70 Country Offices, Annual Budget $700 m+


Decentralized Leadership, Program
Management, & Governance


Wide Array of Donors


Wide Array of Socioeconomic Contexts &
Programming Approaches


Empowered National Staff with Promotion
Tracks to Senior Management


Culture of Staff Development and Retention,
Resulting in Strong Managers/Generalists

Context for Scaling
Market Development

MISSION

Empower women, girls and their families to maximize their economic potential

as producers, workers and consumers in higher value local, regional, and global markets
.

Poor women, girls
and their families
maintain increases
in their incomes
and quality of
employments via
participation in
high value, well
governed value
chains
.

=

Enhanced market and
financial literacy and
the ability to manage
risk


x

Value added contributions
to and benefits from
market participation

x

Conducive policy
and regulatory
environment
promoting
inclusive,
competitive
markets

THEORY OF CHANGE

RESOURCE MOBILIZATION

CARE leverages significant funding and other non
-
financial resources from major donors and partners to realize

innovative, effective and scalable solutions to eradicate poverty via value chains.



VALUED PARTNER FOR THE PRIVATE SECTOR


CARE is the partner of choice for the private sector in partnerships to advocate poverty alleviation and

develop more competitive value chains and inclusive business that engage very poor women and girls.

ORGANIZATIONAL LEARNING

CARE will develop the processes and resources needed to continually improve upon the quality and

impacts of its value chain programs by disseminating internal and external learning and innovation.


LEADERSHIP AND ADVOCACY

CARE is recognized as leading the industry in learning and practice on employing the Value Chain approach

with an emphasis on gender equity and advocacy to lift poor women, girls and their families out of poverty

PROGRAM QUALITY

CARE has the organizational and staff capacity to undertake high quality, scalable value chain programs


CARE MARKET ENGAGEMENT STRATEGY

Lift 10 million women, girls and their families out of poverty by promoting dignified employment*

and sustainable incomes above the

poverty line by 2015 through the development of agriculture and other value chains

M&E

Peer
-
to
-
Peer

Learning

Formal


Training

Management

Mentoring

Community of Practice

E
-
Learning Courses:


Intro to Market Dev


Value Chain Analysis

& Program Design


Empowerment &

Gender

Market Facilitation

Coaching System

Commitment to Market

Facilitation Capacity Building

in Country Office Annual Plans


Partnership with Human

Resources



Individual Staff Development

Plans



Global Capacity Analysis

Benchmarking


Monitoring & Evaluation

System

Framework for Program Quality and Staff Capacity

Supporting CARE’s

Strategic Objectives on:


Program Quality

Organizational Learning


Furthering Sustainability:

Enhancing VCD Capacity of Local Partners

Alexandra Snelgrove

Production and
Marketing Linkages

Mennonite Economic

Development Associates

MEDA

Pathways & Pursestrings
-

Pakistan


Project goal
-

Integrate 16,000 rural,
homebound women into lucrative
value chains


Four value chains (dairy, seedlings,
embellished fabric, and glass bangles)
in four geographic areas


Complementary Goal
-

Develop the
capacity of local non
-
government
organizations (NGOs) and community
based organizations (CBOs)


Four Key Facilitating Partners (KFPs)
(three public organizations and one
private sector firm)

Project Challenges


Partner background = traditional
NGO paradigm


B
usiness acumen and value chain
skills are absent


Conflicting goals between
departments (provider mentality)


Skepticism towards the value chain
approach throughout the
organization


Value Chain Approach is a new
approach in Pakistan


Staff turnover is high for some
partners


Transferring training to field workers

MEDA’s Approach


Iterative Learning Loop:
International
Network/Industry
MEDA & Key
Learning
Partners
Local NGOs
/
CBOs

MEDA and key facilitating
partners contribute to
international learning based
on action research and the
experience of Pakistani
NGOs and
CBOs

Local partners benefit
from industry knowledge,
best practices and advice

MEDA and key facilitating
partners learn from the
grassroots innovations and
activities of local NGOs and
CBOs

MEDA and key facilitating
partners support the
advancement of local NGOs
and
CBOs
through knowledge
dissemination, technical
assistance and pilot programs
MEDA and key facilitating partners act
as a hub between local experience and
international standards while
developing a learning community.

The management and
staff of key local partners
are committed to an
ongoing process of
professional development
MEDA’s Approach


Learning by doing theme whereby
KFPs

are involved in each step of
the project


from value chain
analysis onward


Three elements of Capacity
Building:

1.
Formal Class
-
room style Training

2.
Mentoring

3.
Cross
-
KFP learning


Regular Training Needs
Assessment

Initial Lessons


Flexibility and dynamism in
capacity program


Regular training needs
assessment


Package of training tools and
processes


Cross partner learning


Manage expectations of donor
and partners


Not just skills upgrading;
mindset shifts


Bringing it back to the impact
for the producers


Putting Market Facilitation into Practice:

A View from the Field


Engineers Without Borders Canada

Thulasy Balasubramaniam

Agriculture Value Chains Team

EWB


Over 50 organisations in Africa on organisational
capacity


Zambia, Malawi, Ghana, Burkina,


Long term secondments to partner organisations to
provide on
-
the
-
job support


Dedicated support to over 15 organisations and
companies in Zambia/Malawi for market linkages


We’re learning.

Introduction to EWB

EWB



Sustainable
Change

=

Value Chain
Approach

Market

Facilitation

Organisational


Capacity

Our Hypothesis

EWB



Type 2:

Service Delivery &
Market Linkages

Type 1:

Service Delivery

Type 3:

Market Facilitation

Range of Interventions

EWB

Address
Gaps

Skills

Create Behavior
Change

Attitude/Judgment

Trigger Mid
-
Set Shift

Knowledge

Field Staff Capacity

Roles of Market facilitator

Communicator

Relationship Builder

Business Person

Coach

Innovator

Foundational Attitudes and Capacities

EWB

Management

Field Facilitators

Donors

M&E as
Reporting & Accountability




Longer time frame



Reporting to donors

1

Markets

2

M&E as
Knowledge Management




Captures information



On
-
going and quick feedback loops



Improve decision making



Adjust interventions



Supports staff

M&E

EWB

Management
Approach


Donor
Relationships


M&E as a
management tool

Field Facilitators
Capacity

Organizational
culture

Management Approach

EWB

Conclusions



Field staff capacity development is an on
-
going process


Knowledge management systems are required for:


Sustained staff behaviour change


Effective implementation


Management approach is the driving force for organizational change


This shift takes time and requires commitment and patience from managers
and donors



Understanding of organizational structures to identify key levers to
effect and support change

Appreciate that shifting organizational culture is very difficult

Rooting a

learning culture


does not take place overnight

Cultivate a new identity for staff, e.g.

Business Advisors


Create incentives for desired behaviors

Senior Management buy
-
in critical since they set the tone

Recognize what draws staff to a particular organization

Change in Values and Mindset needed at all levels: HQ, Country
Leadership, Field Staff



Make the vision tangible and relevant: Theory of Change/Causal
Pathway

Create a tier M&E system: Management and Impact/Reporting

Create financial systems that are responsive to program and market
demands

Create HR systems that promote staff development in facilitation at all
levels: e.g. Management, Field Staff

Rearward and Promote development of soft as well as technical skills
in field staff, e.g. Analytics, Judgment, Relationship Building

Ensuring appropriate criteria and salary scale for new hires

Develop systems that support and encourage risk
-
taking and
innovation



KM as a tool for program management and building staff capacity
Tools and systems that capture and share explicit and tacit knowledge

Management can use KM as a tool to reinforce organizational culture

Regularly assess staff capacity and develop clear strategies to
address identified gaps

Promote learning at an organizational level

Understand that knowledge development happens in a variety of
avenues

Learning programs need to include both technical skills (VCD
principles etc) and commercial/business thinking

Develop learning systems throughout organization HQ to field staff




Need to develop buy in of all program stakeholders: e.g. donors, target
group, private sector, government, staff, management, other NGOs

Ensure staff have capacity to build and develop partnerships at with
the private sector and at different levels

Balanced Scorecard and other participatory benchmarking tools are a
good resource

Need to set expectations with donors on time periods needed for
results: particularly in behavioral and attitudinal change

Equip staff with a elevator speech and other means of branding to
explain new approach to partners, clients and others



Organizational Culture

Management Systems

Knowledge Management

Partnership Relations

Lessons in Staff Capacity

and Organizational Change

EWB

Questions For Discussion


How do you operationalize a project with both
service delivery and market facilitation components?


To what extent can you shift an organization?


Can the shift happen in a typical project timeframe (3


5 years)?


What factors engender this shift?


What can donors do to support this shift?


What can we,
as a community of practice, d
o to ease
this shift?


Questions & Answers