This is 4 of 4 presentations in Zambia at an M4P workshop. This presentation covers knowledge management and facilitation management.

1. Knowledge
Management

2. Facilitate
Market
System
Change
Market not working
for the poor
Entry
Trial and pilot
Crowding-in
Exit
Enabling
Rules
CapaciCes/PracCces
RelaConships
Aligned
IncenCves
&
Ownership
MulC-­‐faceted
LEVERAGED
IntervenCons
DEPTH
MOMENTUM
Towards
CROWDING
IN
BREADTH
Market working
better for the poor
Transactions &
benefit flows
Outreach &
inclusion
Appropriate
functions/players
Innovation &
responsiveness

3. How a Project Facilitates System Change:
Leverage and Momentum
IF
the
leverage
points
used
are:
THEN:
•
Moving
the
system
in
the
right
direcCon
The facilitator’s strategy is creating the
•
Gaining
speed
in
the
right
direcCon
MOMENTUM for pro-poor growth to become
•
Broadening
the
acCve
engagement
of
more
players
the accepted system norm.
•
Deepening
commitment
for
conCnuous
upgrading
Market not
working for
the poor
DURABLE RESULTS OVER TIME
Market
Working
Market
working
Be5er
for
the
be5er
for
the
Poor
poor

4. Managing
for
Momentum
Continuous Self Selection over Time:
o Ensuring ownership
o Setting hurdle to entrance
o Changing hurdle height as program evolves
o Using hurdles to manage rolling exits
4

5. Managing
Momentum
If
Self
SelecBon
examples:
Input
firms
agree
to
customer
oriented
strategy
and
idenCfy
specific
investments
to
iniCate
the
program
Then
Project
assists
training
of
mid-­‐
level
managers
on
new
promoConal
and
managerial
skills
If
Input
firms
slows
investments
and
farmers
begin
to
indicate
concerns
with
product
quality
Then
Project
reframes
offer
with
specific
condiCons
based
on
investments
and
addressing
customer
concerns
–
potenCally
withdraw
support
5

6. Exercise:
Momentum
building
intervenCons
• IntroducCon:
Your
project
is
supporCng
the
iniCaCve
of
input
supply
firms
to
create
new
and
innovate
customer-­‐oriented
retail
strategies.
• Your
support
is
primarily
in
the
form
of
technical
assistance
in
helping
these
firms
to
think
through
their
business
strategy,
its
incenCves
and
sancCons.
• You
find
yourself
interviewing
three
input
firms
with
whom
we
are
working.

7. Group
Exercise
Task:
Read
the
three
statements
made
by
the
input
supply
firm,
discuss
them
and
answer
these
quesBons
for
each
statement:
1.
Is
this
system
moving
in
the
direcBon
of
inclusive
growth?
2.
Is
there
momentum
pushing
change
effecBvely
in
terms
of?
–
–
–
Speed
Breadth
Depth
3.
Is
your
market
actor
partner
(the
input
firm)
showing
signs
of
self-­‐selecBng
further
in
or
moving
out
of
the
program.
–
If
moving
out,
what
would
be
our
response?
–
If
moving
further
in,
what
would
be
our
response?
Be
prepared
to
present
in
plenary.

8. Momentum Summary
• Effective momentum requires:
ü Direction = system change is leading towards the vision of
inclusive growth
ü Speed = the time it takes to develop breadth and depth
ü Breadth = the numbers and types of actors actively engaged in
the change process
ü Depth = The level of commitment or ownership demonstrated
• Leverage catalyses momentum cost-effectively
• Multiple and sequenced leverage points of can sustain momentum
• Managing momentum effectively requires the facilitator to:
ü Encourage market actor self-selection
ü Shift intervention and change offers without changing goals
ü Place a premium on knowledge management systems to gather
different types of information from multiple sources to foster the
change process.

9. Morning
Post
Break

10. Explicit
versus
Tacit
Knowledge
EXPLICIT
INFORMATION
• ObjecCvely
verifiable
and
largely
quanCtaCve
TACIT
INFORMATION
• Largely
qualitaCve
• Stored
in
individual's
head
or
embedded
within
culture
of
the
• Easily
transmied
to
others,
stored
in
organizaCon
certain
media,
aggregated,
and
• Gained
experienCally
and
thus
cannot
presented
in
summarized
form
be
easily
arCculated
or
explained
to
inexperienced
parCes
• Useful
for
accountability
purposes
or
• Tacit
informaCon
held
by
field
staff
is
informing
higher-­‐level
programming
a
parCcularly
criCcal
source
of
decisions
by
donors
and
other
informaCon
for
internal
monitoring
external
stakeholders
purposes
• Useful
for
guiding
project
management
in
complex
and
dynamic
environments

11. Group
Task:
Tacit
Knowledge
IntroducBon:
You
will
be
placed
in
two
different
scenarios
in
the
course
of
project
implementaCon.
You
are
asked
to
draw
on
your
observaCon
skills
to
answer
the
following
quesCons:
Tasks:
In
threes,
read
both
scenarios,
discuss
them
in
turn
and
be
prepared
to
answer
the
following
quesCons:
–
What
important
observaCons
can
you
make
about
how
the
behaviour
of
market
actors?
–
What
could
these
observaCons
mean
for
the
Project?
–
What
are
some
possible
next
steps
the
project
could
take
in
response
to
the
observaCons?

12. Results
Chain
Poverty
reducCon
impact
Poverty
reducCon
impact
Enterprise
Performance
Enterprise
change
Market-­‐system
level
impact
System
change
Enterprise
change
System
change
System
change
… Leading to part of
the system working
better
Clear sequence of
intermediate
changes…
Specific programme
activities
Intervention areas"
Strategy"
Defined impact on
enterprise behaviour
and performance
IntervenBon:
§
IntervenBon
plan
for
a
specific
part
of
system
§
Helps
think
through
intervenCon
and
effects
§
Basis
for
managing
and
measuring
intervenCon

13. Best Practices in Framing Indicators"
General
rules
for
framing
indicators
KEY PERFORMANCE CRITERIA (OVERALL)"
Indicator
1
Relevant
Context-­‐
specific
Precise
Feasible
A5ributable
By
when
Indicator
2

14. Group Exercise
1)
Each
group
will
be
given
a
set
of
cards
where
each
card
represents
a
different
box
in
the
Results
Chain
2)
Arrange
the
cards
into
a
Results
Chain
to
show
the
linkages
in
the
strategic
framework
• Tip:
start
at
the
bo+om
(ac/vi/es)
and
the
top
(impact
on
the
poor),
then
fill
in
the
middle
3)
Each
group
will
be
given
three
indicators
corresponding
different
boxes
in
the
strategic
framework
• Is
it
an
appropriate
indicator?
If
Yes,
Why.
If
No,
Can
you
re-­‐
frame
it
to
make
it
appropriate?
• If
appropriate
what
is
it
telling
you
about
change
across
the
strategic
framework?

15. Small-­‐holders
apply
new
pracCces
Small-­‐holders
access
new
products
and
services
Copying
by
non-­‐project
supported
input
firms
Input
firms
increase
incomes
Input
firms
deliver
quality
assured
and
cost
effecCve
products
and
services
to
small-­‐holders
Input
firms
adopt
new
customer
oriented
pracCces
(incl
educaConal
promoCons
and
quality
assurance
Project
facilitates
strategic
planning
process
on
new
retail
strategy
Project
idenCfies
Input
Firms
willing
to
adopt
new
customer
oriented
retail
strategy
IMPACT
ACTIVITIES
Targeted
small-­‐holders
achieve
higher
yields
&
sales
Copying
by
non-­‐targeted
Small-­‐holders
ENTERPRISE
PERFORMANCE
Targeted
small-­‐holders
increase
incomes
SYSTEM
CHANGE
SYSTEMIC
CHANGE

16. Example:
results
chains
(dairy
sector)
Poverty reduction"
Net
income
increased
Enterprise"
Sales
increased
...
Then
there
is
no
a5ribuBon
to
the
programme,
even
if
sales
increase
Reduced
milk
rejecCon
Improved
husbandry/handling
pracCces
... But if rejection
rates don’t improve..."
Increased
use
of
vet
services
by
farmers
Market system"
Private
vets
improve
offer
Private
vets
change
pracCces
Activities"
Support
to
private
vets
Increased
farmer
awareness
of
private
vets
Info
to
farmer
groups
Intervention
may appear
‘successful’..."

17. Afernoon
Pre-­‐Break

18. FacilitaCon
requires
mulCple
roles
Influencing market players (in system)
Facilitator: bridges two worlds
Facilitator
Funder
Different:
§
objecBves
&
incenBves
§
structures
&
resources
§
relaBonships
&
cultures
Accountable to funders (external to system)

19. Innovator
Coach
Systems
Analyst
RelaConship
Builder
Communicator
Facilitator
Roles
FOUNDATION
ATTITUDES
AND
CAPACITIES
Source:
Engineers
without
Borders

20. Better Internal Management Practices
Click
to
edit
Master
Ctle
style
Messaging
CommunicaCng
through
spoken
words
and
gestures
Role
Modeling
A+ributes
•
Sharing
knowledge/decision
making
DemonstraCng
desired
values
&
culture
through
behavior/acCons
•
Open
and
honest
reporCng
(include
failures)
•
Performance
incenCve
includes
learning/exchange
•
Formal/informal
mechanisms
for
regular
exchange
WARNING
SIGNS
More
formal
reporBng/staff
rules
ReporBng
becomes
goal
vs
knowledge
More
layers
of
line
management
SaBsfying
managers
vs
the
vision
Unilateral
decision
making
Laying
blame
on
individual
CreaBng
control
vs
sBmulaBng
iniBaBve
Dividing
vs
building
teams

21. Benefits
M4P
Subsector/Project
Por^olios
DAIRY
COTTON
AG
INPUTS
WATER
All
stages
are
important
to
learn
about
transforming
markets
AQUACULTURE
Springfield
Centre
|
Making
markets
work
Time

22. Managing the aster
Portfolio
Click
to
edit
MProject Ctle
style
Select
and
manage
market
system
intervenCons
based
on
the
combined
risk/reward
profiles
of
the
selected
market
systems
•
Market
systems
are
connected
and
interdependent.
The
success
of
one
can
drive
the
success
of
another.
•
•
Example:
InvesCng
in
the
input
industry
as
well
as
regular
producCve
agricultural
value
chain
system
or
crops
that
fit
well
in
a
rotaCon
plan
can
create
synergies
or
reinforcing
growth
incenCves
Market
systems
have
different
risk
profiles
and
can
be
combined
to
reduce
the
overall
risk
to
funder.
•
Example:
Crops
grown
in
different
seasons
or
that
benefit
from
different
weather
paerns
(or
even
different
consumer
paerns)
can
ensure
that
the
overall
poriolio
of
intervenCons
generates
posiCve
results
regardless
of
external
factors

23. Afernoon
Post
Break
Summary
(Jeopardy)
EvaluaCon