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Alexandra Snelgrove, MEDA Tracy Gerstle, CARE

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Presentation on theme: "Alexandra Snelgrove, MEDA Tracy Gerstle, CARE"— Presentation transcript:

1 Organizational Capacity: Ensuring Successful Implementation in Value Chain Programs
Alexandra Snelgrove, MEDA Tracy Gerstle, CARE Thulasy Balasubramaniam, EWB

2 Sharing Our Experiences: Different Perspectives
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 Slide one to four – Five minutes

3 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….

4 Importance of Capacity Building

5 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 Complex approach which requires broad range of technical capacities, resources and partnerships, and flexible implementation conditions. Working as a facilitator necessitates different starting points Approach is not necessarily intuitive; requires a unique staff mindset and expertise VCD requires substantial technical resources (although not necessarily more project funding) Flexibility in the program approach is key Different program management and staffing models, operations, and budget required Longer time to achieve results Heightened emphasis on M&E and learning over LOP

6 Testing Capacity Hypothesis behind the tool: Purpose: Activity:
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: We will walk through 2-3 dimensions of the tool For each read the different practices/behaviours within each dimension – which behaviours/responses best reflect your organisation? Discuss with the individuals around you some of the challenges that you face in moving up to the next level? ( 5 minutes) Key insights? Comments to share? 20 minutes Explain how the tool was built (from the bottom up) and for who (managers) Walk through the tool Get participants to self-assess using one part of the tool (probably management capacity or M&E systems) Get them to reflect with a neighbor Get a couple people to share their thoughts on the tool Close by explaining the implications of being in each of the 4 quadrants

7 Where is your organisation?
20 Sophisticated MF Understanding Know-What 5 questions to gauge knowledge/understanding: What is the problem? What is the outcome? What are the constraints? What is the intervention strategy? What is the role of org? Know-How 5 key dimensions of org : Field Staff Capacity M&E Systems Management Approach Organisational Culture Relationships with Donor Know-What the approach 10 Where is your organisation? Go through the 5 questions that help to frame the know-what and know how Lower LH quadrant: may require some strategic re-think on what intervention strategy is and what might be required from organizational practices perspective Upper LH quadrant – thinking and approach is generally good, invest in capacity upgrading LRH quadrant – have not seen organisation at this level (any new lessons for us? ) URH quadrant – good space to be in! Likely getting to the URH quadrant is an iterative process Underline that it the observations have come from best practices in management and organisation. key point to emphasize is not that we say every organisation needs to be at a 4. However, lower scores have implications and tradeoffs on ability to implement a value chain approach. Conventional Agric Approach 20 Low High 10 Know-How – ability to implement approach

8 Sharing Our Experiences
Mennonite Economic Development Associates

9 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 15 minutes Slide 6 to 11

10 Points of Light in Market Development Approaches at CARE
Ethiopia: PSNP-Plus $14 m USAID Bangladesh: Strengthening the Dairy Value Chain $5.25 m BMGF Peru: Portfolio of Programs: IADB, Wal-Mart, USDA: Horticulture and Small Livestock -Currently there are several flagship value chain programs within CARE, including the following: -Need to move from individual projects to consistent integration of a market development approach within country offices economic program portfolios and across CARE -Efforts to scale this work must address: quality of design and implementation, knowledge management and organizational learning, and impact -Level of expertise in MD in countries spans a spectrum from familiarity with the MD “lingo,”, but lack of understanding of what a market development approach implies in terms of program strategies and activities to a deep level of expertise -The Economic Development Unit seeks to in effect catalyze a “quantum leap” across CARE in our ED programs, bringing the MD approach from a few points of light within CARE to an organizational-wide sector of excellence Sierra Leone: Improving Child Well-Being Via Egg Value Chains $2.4 m USAID Zambia: ADAPT Agro-Dealer Project $3.05 m AGRA

11 Context for Scaling Market Development
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 -CARE’s strategy both for scaling MD within the org, as well as how we approach CB for staff, is based upon organizational context -As a result, some of the tactics we are employing may be specific to CARE. However, having worked for other large, multi-sectoral NGOs, e.g. Mercy Corps, World Vision, AED, Oxfam, and USAID both as a staffer and a consultant, would say our challenges are very similar. Therefore hope our strategy will bring lessons particularly for these organizations and others as well. -These Characteristics are both an Organizational Strength and a Challenge to Effecting Organizational-Wide Change

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 PROGRAM QUALITY CARE has the organizational and staff capacity to undertake high quality, scalable value chain programs 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 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. 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. 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. THEORY OF CHANGE -EDU Mandated by CARE USA to develop the strategy, working in close partnership with CARE UK -Walk through the five components and highlights of each 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 Conducive policy and regulatory environment promoting inclusive, competitive markets 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.

13 Framework for Program Quality and Staff Capacity
Global Capacity Analysis Benchmarking Monitoring & Evaluation System Supporting CARE’s Strategic Objectives on: Program Quality Organizational Learning Community of Practice M&E Peer-to-Peer Learning Management Formal Training E-Learning Courses: Intro to Market Dev Value Chain Analysis & Program Design Empowerment & Gender Commitment to Market Facilitation Capacity Building in Country Office Annual Plans Partnership with Human Resources Individual Staff Development Plans -Five components, closely integrated with the larger strategy and partnerships -Built upon recognition that training in market facilitation is not sufficient -Good MF requires a mind shift in how staff undertake ED programming -Systems approach -Favor indirect over direct methods -More analytics: Justify the business Case -Relationship Building, particularly with the PS -Not easily learned characteristics, particularly for “generalist development staffers” -To succeed requires more intensive and therefore longer terms means of workforce engagement, to achieve the required attitudinal and behavior changes -Work to build support, management systems, training and peer to peer assistance via a number of mechanisms Lessons Learned from Access Africa and CARE’s Work to Strengthen and Scale its Work on Village Savings and Loans -First step was to undertake an organizational wide benchmarking of current activities in VS&L: to understand the methodologies used (and variations of), issues around quality, staff capacity etc. Conducted by Accenture Development Partners -Before: VS&L work scattered across CARE, high varying levels of quality, lack of consistent methodology, poor data on impact and limited knowledge sharing Mentoring Market Facilitation Coaching System

14 Furthering Sustainability: Enhancing VCD Capacity of Local Partners
Alexandra Snelgrove Production and Marketing Linkages Slide 12 to 17 – 15 minutes Mennonite Economic Development Associates

15 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) In a number of countries. MEDA has adopted model where local partners are direct implementers; MEDA provides capacity support. Using PAksitan as example to highlight how that actually translates on the ground. Brief intro to MEDA

16 Project Challenges Partner background = traditional NGO paradigm
Business 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 Partner background = traditional NGO paradigm with the exception of one private sector KFP. Organizations understand the gender component and the requirement to conduct activities in a culturally-sensitive fashion, business acumen and value chain skills are absent. Substantial reach in the rural communities means prevalent history of “provider” approach Skepticism towards the value chain approach throughout the organization. One or two champions in each partner. In some, absence of more than one champion to push approach. Value Chain Approach is a new approach in the country; very little exposure or resources; few success stories to highlight as “case study” or example Staff turnover is high for some partners. Conflicting demands from senior management – P&P project just one in larger portfolio; Senior Management not always allow time or resources required Transferring training to field workers; particularly level of understanding low of community facilitators; core project team of four participate in formal training Finding time to balance training and activities – need to show how concepts relate to work Don’t always understand the “why” behind training activities

17 MEDA’s Approach System for action learning and knowledge dissemination operating as an iterative ‘learning loop’,

18 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: Formal Class-room style Training Mentoring Cross-KFP learning Regular Training Needs Assessment -Varying size and varying capacities, yet all have a need and desire to adopt market-driven principles in their operations - Learning by doing theme whereby KFPs are involved in each step of the project – from value chain analysis and program design and onward. - This learning continuum will incorporate the latest global theoretical knowledge being localized, delivered and supplemented with grassroots innovations and practical challenges resulting from project implementation in diverse sub-sectors across Pakistan. - work extensively with the KFP throughout the life of the project sharing learning and expertise - Three elements of training: 1. Formal Class-room style Training – Set core of concepts and cross-cutting issues; Comprehensive package of workshops, resource materials, trainings 2. Mentoring – ongoing technical assistance and troubleshooting include regularly scheduled discussions and tours of value chain activities and businesses, as well as technical assistance services to KFPs who are experiencing obstacles or other issues in project development and implementation. 3. Cross-KFP learning – e-discussions on critical issues that allow KFPs to share experiences and learn from each other. Regular Training Needs Assessment to ensure that the training is responding to the needs of the KFP

19 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 Training designed to deliver generic knowledge on a core set of concepts, principles, terminology and processes; keep plan highly dynamic in nature to enable it to respond to needs and demands as they emerge and keep learning content responsive to ground realities Highlighting to team how intervening higher up value chain (i.e. not focusing all efforts at producer levels) impacts their workload and can help them effectively reach clients in a more efficient manner Staff need to understand not just VCA principles in relation to VCA and PD, but be able to make “commercial” decision in the daily field decisions. Means not just formal training but mentoring Including field staff in all mentoring sessions, not just “core project staff”; information passed to field staff via core team is through too many channels. Ensuring staff can act on learnings and apply – key homework etc; When participating in formal or informal training it is important that partners understand how the topics relate to their work “right now” and provide key tools for applying new concepts/learnings in current activities; Give clear plan of how training plan is relevant to work and how can act upon it Keeping training relevant topics – ensure that consensus of all partners is fed into training plan. Where relevant develop specialized training for specific KFP needs. Give training agenda in advance – can prepare Importance of coaching – mentoring; just attending training alone is not going to help partners build VC capacity. It’s the day to day decisions where you see people fall back on “easy” way. Mentoring to help troubleshoot assists in this area. Cross Partner Learning – ensuring the discussion and learning is not one way (i.e. MEDA-Partners) but across KFPs as well. Lessons and experiences help partners think about new strategies for dealing with critical issues. Importance of regular Training Needs Assessment

20 Putting Market Facilitation into Practice: A View from the Field
Engineers Without Borders Canada Thulasy Balasubramaniam Agriculture Value Chains Team Slide 18 to 25 – 15 minutes

21 EWB Introduction to 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.

22 EWB Our Hypothesis Sustainable Change = Value Chain Approach Market
Facilitation Organisational Capacity

23 EWB Range of Interventions Type 1: Service Delivery Type 2:
Service Delivery & Market Linkages Type 3: Market Facilitation

24 Roles of Market facilitator
EWB Field Staff Capacity Roles of Market facilitator Address Gaps Skills Create Behavior Change Attitude/Judgment Trigger Mid-Set Shift Knowledge Communicator Relationship Builder Business Person Coach Innovator Foundational Attitudes and Capacities

25 EWB M&E M&E as Reporting & Accountability Longer time frame Donors
Reporting to donors Donors 1 Management M&E as Knowledge Management Captures information On-going and quick feedback loops Improve decision making Adjust interventions Supports staff 2 Field Facilitators Markets

26 EWB Management Approach Management Approach Donor Relationships
M&E as a management tool Field Facilitators Capacity Organizational culture

27 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

28 Lessons in Staff Capacity and Organizational Change
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 Ten minutes – Slide 26 to 27 Organizational Culture Need to identify and leverage key organizational structures to effect and support the change: E.g. Culture, Management, Human Resources, Governance, Finance Appreciate that shifting organizational culture is the most difficult thing to do E.g., From direct service and training to working indirectly via a market system Understand that rooting a “culture of learning” does not take place overnight Cultivate a new identity or brand for staff E.g., Call field staff “Business Advisors” Create incentives for desired behaviors E.g., “Miss the net award” to create safe space for failure and encourage learning Managers set the tone of organizational culture E.g., Role modeling feedback, reinforcing vision, undertaking regular management reviews Recognize what draws staff to a particular organization (might be counter to a business approach) “Mindset” change needs to happen from HQ to Country Directors to Field Staff Management Systems Make the vision tangible and relevant E.g., Pathway tool Create a two tier M&E system E.g., One for Reporting and Accountability, one for KM Create financial systems that are responsive to market demands E.g., Create systems for field staff to make strategic requests for funds and for those funds to be disbursed in a timely manner Create systems (within the HR function) that allow for on-going staff development E.g., On the job training, coaching, peer to peer learning Hire and support managers that can manage an emergent strategy E.g., Managers who ask the right questions, who are adaptive, who are enablers, can deal with ambiguity Ensuring appropriate criteria (related to VCD and business) for new hires Develop systems that support and encourage risk-taking and innovation Knowledge Management and Learning KM should be linked to staff development E.g., Training should be based on what the market is demanding and thus should be on-going Relevant indicators E.g., Measure market signals/behaviours vs activities completed Tools and systems that capture and share explicit and tacit knowledge E.g., Quantitative and qualitative reports, team meetings Cultivate analytical capacity of staff E.g., Ask field staff to always ask “Why?” 5 times Management can use KM as a tool to reinforce organizational culture Capacity Assessment Tools with 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 Partnership Relationships Ensure staff have capacity to build and develop partnerships with the private sector Dialogue with donor on time period for results Equip staff with a “message” to explain new approach to partners, clients, and others.

29 Questions For Discussion
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, do to ease this shift?

30 Questions & Answers 10 minutes with one minute wrap-up at end

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