There is demand gap from MEL unit between USAID and other market system development practitioner. In this presentation I introduced duplex monitoring system which can reduce this gap.

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Twin track monitoring as Management Tools
By Imran Khan

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Practical Problem (sample)
Facilitate hatchery owner to train Nursery owner for
supplying improved seed with embedded service
Trained nursery owner supplied improved seed with
embedded service through fry traders
Trained fry traders supplied improved seed to
farmer with embedded service
Farmers received improved seed and use technical
knowledge and get increased productivity
Increased productivity improved food security
May be
fry traders
do not
give
proper
info
Intervention
should be
redesigned
May be nursery
owners do not
get profit from
providing this
service, will
they do this?
It might be
more
complex
and
complicated
in system
practice
Intervention
should be
redesigned

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System practice in program cycle
Adopted from USAID
“Technical note The 5Rs
Framework in the program
cycle”

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Local System (Market System)
Adopted from USAID
“Technical note The 5Rs
Framework in the program
cycle”

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Program Team’s Learning Activity
• Is our intervention really working?
• Is it generating our intended result? Is it giving any unintended changes?
• Are changes linked to our project objectives? How?
• Are market actors ready for any shock in market?
• Will our changes in market be sustained after exit?
• Are changes really attributable to our intervention or it is contribution?
• When and Why we have changed our intervention?
• Is it displacing other actors?
• What about other value chain or system? And environment
And so on….

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Market System Framework
Multiplier effects
Value chainValue chain
System
System
System Household
Donor is interested about
beneficiary level baseline
and result although
acknowledge systemic
change and evaluate this
also
But more crucial in MSD is
to understand Nods and
Flows, systemic change,
Effects of intervention

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Donor Interest VS program need
Donor is interested
about:
 Number Benefitted
 Gross Margin
 Land covered
 Yield
etc.
Management required:
 System change
 System health
 Inclusiveness
 Sustainability
etc.
Yes, USAID also acknowledged
management requirement in FTF handbook.
USAID proposed 5R Framework
 Results
 Roles
 Relationships
 Rules
 Resources
Collectively these 5Rs can serve as a lens for
assessing local systems and a guide for
identifying and monitoring interventions
designed to strengthen them.
MAP and AVC Experience
The information needed for management and
learning is different from the information
required by donors.

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MEL Scenario in MSD Approach
Real time sensing of the market environment and
system changes to manage facilitation-based
interventions in a complex environment.
Adaptive
Management
Detecting and communicating early progress for
accountability and aggregation outcomes across
projects and activities
Performance
Monitoring
Assessing project fidelity and achievement of
intended activity-level outcomes
Performance
Evaluation
Impact
Evaluation
Measuring the achievement of intervention-level
outcomes and estimating the extent to which
these outcomes can be attributed to a program
well-defined
concepts
within USAID
Some
consensus
developing
around the
use of
learning for
adaptive
management

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Fast track monitoring by MSD team resolve
adaptive management issues
Sector Study (e.g.
Seed, Feed, fish
health, nutrition)
Sectorstrategy
Sector guide
including sector
result chain
Intervention design
and validation
(Partnership
agreement)
Implementing and
Monitoring
Learning and
Decision Making-
Analysis of
Intervention and
strategy review
Aggregation of
Result
Reporting (case
studies, Half yearly
and annual
strategic plan )
Intervention guide
including
intervention result
chain and
measurement plan
Data collection and
Analysis Blue color is program team
Red color is MEL team
Adopted from DCED

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LEO themes and Recommendation
Conduct Theory Based MEL
1.2 Use result chains as tools for adaptive management
1
Rethink MEL Roles and Method
7.1 Spread MEL responsibilities across project staff
7
Adopted from Guidelines for MEL in Market System Development, LEO Report #51, USAID
This guidance echoes DCED standard
Which encouraged implementers to develop result chain for each
intervention, which should be developed, understood and tracked
by implementation staffs
 MEL answers Performance Monitoring requirement in
contracts or grants that are separate from MSD need
 For MSD monitoring responsibilities go to implementing
staffs; DCED advocates to institutionalize the
responsibilities in JD, staff performance reviews, regular
meeting etc.
MEL specialists serve
as
 MEL Facilitator
 Methodological
advisor
 Communicators
 Discussion leader
Adopted from Guidelines for MEL in Market
System Development, LEO Report #51, USAID

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Twin Track Monitoring and Rationale
Standard Monitoring deals with
mainly beneficiaries (individual, HH,
enterprise). In this system
performance monitoring and
evaluation, performance impact are
slow paced. Difficult to adjust with
market dynamics
System change monitoring deals
with nodes, flows, network and
system. It is real time data
depended, informal feedback loop
included, so fast track. It helps as
note for systemic change evaluation.
To resolve this tension we are proposing twin track monitoring advocated by
Mike field (USAID LEO reports) which will address both needs. It will work as
integrated management decision tool. Also supported by CARE, SEEP.
Well defined Some consensus

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Proposing Twin Track Monitoring
Intervention
Standard Monitoring
Answers donor
standard
requirements e.g.
number, profit etc.
Report FTF MS
Customized 5R, MRM (DCED)
and LEO MSD monitoring
frame work, SEEP principles
Ensure adaptive
management, explains
standard result and systemic
change
Annual report, evaluation
notes
MSD Implementation
MELteamsupportedby
implementingstaffs
implementingstaffsled
supportedbyMEL
FedResultFrame
FedResultchain
CLA

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Any discussion??

14. www.feedthefuture.gov
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