imGoats research strategy


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Presented by Ranjitha Puskur, September 2011

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imGoats research strategy

  1. 1. Research Strategy Ranjitha Puskur September 2011
  2. 2. Objectives• Piloting organizational and technical models for goat value chain development• Documenting, communicating and promoting appropriate evidence-based model(s) for sustainable, pro-poor goat value chains 2
  3. 3. Research = Systematic Learning Good Rigorous scientificdevelopment research project•Action research •Theory•Participation •Hypotheses•M+E •Sound methodsAim: Improve performance andoptimise local outcomes Aim: General lessons and understanding to improve global outcomes
  4. 4. Research framework• designing and implementing active and prospective research to improve the value chain• not just to improve understanding of the livestock issues, but being able to influence actions of relevant stakeholders• impact taking priority over mere knowledge generation
  5. 5. Research System diagnosisFramework Livestock system context -Biophysical -Technical -Social -Economic -Political - Institutional Drivers/Factors -Preferences -Policy and institutions -Knowledge -Culture -Risk and vulnerability -Infrastructure -Environment -Markets - Technology Current state of a Current actors, alignment livestock issue and practices
  6. 6. ResearchFramework Baseline (contd..) Context Drivers Actors Linkages Lessons Design of interventions and -Capacity building of actors -Enrolment and alignment of actors principles -Changes in institutions/incentives -Technical options Pilot testing of interventions M&E and Learning Changes -Actors -Institutions -Alignment -Organizations -Practices -Policy
  7. 7. Major methodological challenges• addressing diversity in innovation and livestock systems contexts• how more generalizable results can be generated from location-specific research• how to do this at larger scales
  8. 8. Innovation Platforms Producer HubsImproved communicationand co-ordination among Improved access of producers to VC actors services and markets Changes in Knowledge, Attitudes, Capacity and Practices of VC actors Improved productivity through Improved benefits technical & service delivery from VC for various interventions actors •Improved Incomes •Reduced poverty •Enhanced food security and nutrition
  9. 9. Key Research Questions Understanding effectiveness of models and generating evidence:• What is the potential of Innovation Platforms and Goat Producer Hubs as mechanisms to changes in practices of goat VC actors and, enhance market access and performance of goat value chains?• Do IPs and Hubs lead to equitable and sustainable benefits for the value chain actors?• What determines the performance of IPs and Hubs? In what contexts and under what conditions can such models be replicated? 9
  10. 10. Key Research Questions• How have the technical and organizational interventions contributed to increases in productivity of and incomes from the goat systems?• What are the enhanced value added and benefits to actors in the value chain due to interventions?• How may the changes in practices of VC actors potentially lead to welfare gains?• What are the potential environmental implications of goat value chain development in the project areas? 10
  11. 11. The approach– Learning-oriented M&E – Baseline studies – Outcome mapping– Focused research/studies (ILRI, BAIF, CARE, students, consultants) – Value chain analysis – Others based on information/knowledge needs identified by IPs and partners – technical and marketing aspects
  12. 12. Baseline studies + VCAInform intervention Identify further planning in IPs knowledge needsintervention testing - M&E of processes, outputs and Focused studies outcomes Impact assessment
  13. 13. A hybrid approach to M&E• a participatory M&E framework (including quantitative and qualitative dimensions) which is focused on changes in behaviours , practices and capacities of value chain actors• + logframe based indicators to generate a project baseline for measuring the performance of the value chains, innovation platforms and hubs
  14. 14. People and outcome oriented M&E..OM is people and outcome-oriented andfocuses on behavioral change within thosepartners that a project or programs aims toinfluence directlyOM can be used to develop a map of whatprogress towards success would look like interms of changes in behaviour of, for example,goat producers and other actors in the valuechain including traders and actors providingsupport services and enabling environment,which are not easily handled through thelogframe
  15. 15. Outcome mapping – as a tool to support action and learning• What do we want to achieve through this project and how – Define Vision and Mission• Identify partners we work with – boundary and strategic• What kind of changes do we want to see in their practices and behaviours, to achieve the vision and mission?• What strategies can the project use to influence these changes?• What kind of indicators (progress markers) will help us track the progress in achieving this?• How and when to monitor these indicators and how to analyse them?
  16. 16. Progress markers – some examples Production actors Post Production actorsExpect Producers (especially women, Attending meetings with vulnerable, marginalized) joining other VC actors groups Sharing information related Representatives from producer to market demand with other groups meeting with other VC VC actors actors Acting on decisions taken at Producers treating their animals IP meetings regularly Producers selling their animals in a planned manner Producers producing more goats Producers selling more goats
  17. 17. Progress markers – some examples Production actors Post production actorsLike Producers groups meeting Acting on decisions taken at regularly to address VC issues IP meetings Producer groups acting on Utilizing shared information decisions taken at IP meetings and engaging in joint action Producer groups acting on with other VC actors decisions taken at (internal group) meetings Producer groups using innovative environmentally sound technologies for goat production Producers selling animals to take advantage of seasonality in demand Producers producing more goats Producers actively seeking and paying for para-vet/field guide services
  18. 18. Progress markers – some examplesLev Input and Service Providers Enabling AgencieselExp Para-vets/field guides completing training Enabling agencies engaged in dialogueect course with VC actors and strategic partners ISPs meeting with other VC actors about the development of goat sector ISPs offering services (making services available) at village levelLike ISPs acting on decisions taken at IP Public, private & NGO sector promoting meetings and/or developing the goat sector Collecting and disseminating market Carrying out market surveys to identify new markets and opportunities for information to others in the VC expanding existing markets ISPs providing timely, continuous, Enabling agencies investing in reliable and affordable services at development of advanced technologies village level Enabling agencies stimulating public- Para-vets/field guides actively private sector joint investments engaging in aggregating animals at Enabling agencies investing to establish community for animal management infrastructure with all basic facilities and marketing purposes Enabling agencies facilitating documentation of diverse experiences and dialogue amongst policy makers, researchers and development practitioners
  19. 19. Tools and Protocols• Tools and protocols being developed to track indicators and processes
  20. 20. Orgnaizational VC actors have access to new Changes in KAP of VC actors, changesand VC actor level knowledge and information in knowledge sources and type ofbehavioural and, follow improved information receivedchanges/ practicesoutcomes Enhanced responsiveness of Number of demand driven VC actors to needs articulated technologies and services developed by producers for and used by the producers; Process of the articulation of needs documented Enhanced innovation capacity Social networks, of actors to respond to Changes in types of knowledge and emerging opportunities and information they have access to, challenges Access to services which enable them to innovate, Innovations tried
  21. 21. System and value Improved co-ordination among Improved two way flow ofchain level the VC actors information; synchronized supply-changes demand; jointly planned market events More transparent and joint Changes in the level, types of decision making strategies communication, and protectiveness of through improved information amongst VC actors communication among VC actors including prodcers Increased awareness of market Types of and content of information conditions (consumer and knowledge sharing mechanisms preferences and demand) amongst VC and IP actors amongst VC actors Equitable distribution of Changes in the net benefits accrued benefits along the chain along the value chains Reduced risk for VC actors Changes in risks as perceived by the VC actors
  22. 22. Producer level Enhanced knowledge of improved KAP of producersoutcomes production and marketing Improved access to and use of Access and level of use of services by target services that enhance goat male and female headed households productivitiy Use of production technologies and Level of use of tested feed options; use of practices that are productivity controlled breeding and improved housing; enhancing and environmentally use of preventive and curative health options sustainable Improved productivity of goat % Changes in the productivity level of goat enterprises meat, milk and skins - kid and adult mortality; (include productivity indicators) Enhanced access to old and new Increased market choices for input and output markets/market segments markets Number of new markets/market segments being acessed Higher offtake of live animals and meat Improved enterprise profitability % change in net profits of target male and (meat, milk and skins) female households that are producing goats Improved innovation capacity of Social networks, changes in types of producers knowledge and information they have access to, access to services which enable them to innovate, innovations tried
  23. 23. ILRI is creating andintegrating knowledge to enable diverse partners to findinnovative solutions to make livestock a sustainablepathway out of poverty