Presentation on theme: "Organizational Capacity: Ensuring Successful Implementation in Value Chain Programs Alexandra Snelgrove, MEDA Tracy Gerstle, CARE Thulasy Balasubramaniam,"— Presentation transcript:
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 LowHigh 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 $5.25 m BMGF Ethiopia: PSNP-Plus $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 $2.4 m USAID Zambia: ADAPT Agro-Dealer Project $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 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
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 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, do to ease this shift?