MaFI 2009 Survey Results
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The synthesis and detailed results of the mini survey to improve MaFI's services and communication strategy
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Groove M&E for VC Briefs: 5 Things that Every Practitioner Should Know About...
Groove M&E for VC Briefs: 5 Things that Every Practitioner Should Know About...MaFI (The Market Facilitation Initiative)
In this brief, the GROOVE Learning Network presents lessons learned about effective M&E for value chain interventions.
Idea in brief: The value chain approach requires a rethink of traditional monitoring and evaluation (M&E). On one hand, managers and front line staff require information with greater frequency in order to make decisions and adapt in a complex operating environment. On another hand, the focus of the value chain approach on systemic change places unique demands on evaluators and evaluation designs.
A number of traditional M&E standards do not change in the shift to a value chain approach. But, effective M&E for value chain programming does require improving feedback loops, deconstructing walls between M&E staff and front line staff, an increased focus on measuring sustainability of impacts at multiple levels within a system and new methods for rigorously assessing impact.Mafi Work Plan 2013, short version (March 2013)
This is the short version of the MaFI 2013 Work Plan. If you do not have much time to read the details, here’s a summary of objectives and modules:
Objectives:
- To continue influencing the principles, rules and practices of international development to promote facilitation approaches in inclusive market development using the MaFI-festo as a general guideline.
- To further the practice and thinking of inclusive market development facilitation through a systematic process of learning and action-research between market facilitators and M&E and complexity experts, mainly through the Complexity Dialogues and the Systemic M&E Initiative.
- To produce knowledge products based on MaFI’s learning agenda and processes (e.g. online discussions, webinars and in-person meetings) that inform and build the capacity of field practitioners and are relevant and interesting to other decision-makers such as donors and lead firms.
- To promote in-person interactions and local-global dialogue, learning and coordination through formal and informal initiatives such as Local Learning Groups, MaFI Ambassadors, workshops and conferences.
- To continue improving the efficiency and effectiveness of MaFI’s back-end operations (e.g. guidance to members, processing and selection of requests to join, MaFI introductions, selection of Top Influencer of the Month, etc.)
Modules:
- M&E of MaFI: To build better theories of change and indicators to monitor how learning and collaboration processes change in MaFI and to assess MaFI’s impacts on its members
- MaFI “Instructions Manual”: To codify the operational principles and the lessons learned by the facilitator of MaFI since its beginnings in 2007-8 and to provide tips and instructions about how to manage the back-end processes that keep MaFI running efficiently.
- Systemic M&E, Phase II: To illustrate the practical application, implications and impacts of the principles proposed in the Systemic M&E synthesis document in the context of inclusive market development initiatives.
- Complexity Dialogues: To build a learning agenda that will help MaFI to interact in a more systematic way with complexity experts to improve the application of complexity science in inclusive market development practice and policy-making.
- Capacity Building: To build global convergence and consensus around the basic skills and attitudes that effective and efficient facilitators of inclusive market development initiatives should have.
- Knowledge Production System: To convert the best discussions ever produced by MaFI into knowledge products that are easy to read and can reach large numbers of practitioners globally, both for information and training purposes.
- Local Learning and collaboration: To promote locally contextualised learning and collaboration between key development actors such as field practitioners, policy-makers and donors around issues related to facilitation of inclusive market development
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2) The survey found that while practitioners generally have opportunities to participate in and discuss evaluations, some lack incentives for learning like dedicated time or review in appraisals.
3) The author proposes a framework and recommendations to better incentivize learning, including tying evaluator compensation to demonstrated learning, using IT for internal feedback loops, and sector-wide surveys of learning initiatives.A Frame-work for Efficient Education and Exam Preparations
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Redesigning TCS.com with Remote Research
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Recommended
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Groove M&E for VC Briefs: 5 Things that Every Practitioner Should Know About...MaFI (The Market Facilitation Initiative)
In this brief, the GROOVE Learning Network presents lessons learned about effective M&E for value chain interventions.
Idea in brief: The value chain approach requires a rethink of traditional monitoring and evaluation (M&E). On one hand, managers and front line staff require information with greater frequency in order to make decisions and adapt in a complex operating environment. On another hand, the focus of the value chain approach on systemic change places unique demands on evaluators and evaluation designs.
A number of traditional M&E standards do not change in the shift to a value chain approach. But, effective M&E for value chain programming does require improving feedback loops, deconstructing walls between M&E staff and front line staff, an increased focus on measuring sustainability of impacts at multiple levels within a system and new methods for rigorously assessing impact.Mafi Work Plan 2013, short version (March 2013)
This is the short version of the MaFI 2013 Work Plan. If you do not have much time to read the details, here’s a summary of objectives and modules:
Objectives:
- To continue influencing the principles, rules and practices of international development to promote facilitation approaches in inclusive market development using the MaFI-festo as a general guideline.
- To further the practice and thinking of inclusive market development facilitation through a systematic process of learning and action-research between market facilitators and M&E and complexity experts, mainly through the Complexity Dialogues and the Systemic M&E Initiative.
- To produce knowledge products based on MaFI’s learning agenda and processes (e.g. online discussions, webinars and in-person meetings) that inform and build the capacity of field practitioners and are relevant and interesting to other decision-makers such as donors and lead firms.
- To promote in-person interactions and local-global dialogue, learning and coordination through formal and informal initiatives such as Local Learning Groups, MaFI Ambassadors, workshops and conferences.
- To continue improving the efficiency and effectiveness of MaFI’s back-end operations (e.g. guidance to members, processing and selection of requests to join, MaFI introductions, selection of Top Influencer of the Month, etc.)
Modules:
- M&E of MaFI: To build better theories of change and indicators to monitor how learning and collaboration processes change in MaFI and to assess MaFI’s impacts on its members
- MaFI “Instructions Manual”: To codify the operational principles and the lessons learned by the facilitator of MaFI since its beginnings in 2007-8 and to provide tips and instructions about how to manage the back-end processes that keep MaFI running efficiently.
- Systemic M&E, Phase II: To illustrate the practical application, implications and impacts of the principles proposed in the Systemic M&E synthesis document in the context of inclusive market development initiatives.
- Complexity Dialogues: To build a learning agenda that will help MaFI to interact in a more systematic way with complexity experts to improve the application of complexity science in inclusive market development practice and policy-making.
- Capacity Building: To build global convergence and consensus around the basic skills and attitudes that effective and efficient facilitators of inclusive market development initiatives should have.
- Knowledge Production System: To convert the best discussions ever produced by MaFI into knowledge products that are easy to read and can reach large numbers of practitioners globally, both for information and training purposes.
- Local Learning and collaboration: To promote locally contextualised learning and collaboration between key development actors such as field practitioners, policy-makers and donors around issues related to facilitation of inclusive market development
MDF Lead Firm Cases compilation, dec2008
This document discusses the development of the cashew industry in Mozambique with the involvement of lead firms. It describes how the industry collapsed after independence but is now experiencing renewed growth through partnerships between international processors and local farmers. With support from donors and foreign investment, medium-scale decentralized processors are helping small farmers access markets and technology, leading to increased production and a more competitive cashew industry in Mozambique.
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Are evaluations contributing to learning by market development practitioners?...MaFI (The Market Facilitation Initiative)
1) The document examines how effectively evaluations are contributing to learning among market development practitioners. It discusses findings from a survey of 25 practitioners that identified barriers like the quality and dissemination of evaluation results.
2) The survey found that while practitioners generally have opportunities to participate in and discuss evaluations, some lack incentives for learning like dedicated time or review in appraisals.
3) The author proposes a framework and recommendations to better incentivize learning, including tying evaluator compensation to demonstrated learning, using IT for internal feedback loops, and sector-wide surveys of learning initiatives.A Frame-work for Efficient Education and Exam Preparations
This is just a compilation of thoughts and ideas and a basic plan regarding how to create a new kind of mechanism for education and learning.
There have been several attempts at a Framework like this...but they all fall short on ONE ground. Accessibility and Long term utility. Accessibility : Funny yet relevant word...More on that later :D
Online Polling System Proposal
This document is a student's project proposal form for designing and implementing an online polling system. The student aims to build a secure online voting system for student elections at Ajayi Crowther University. The system would allow each voter to cast one vote and store votes in a database. It would tally votes by candidate and display results graphically for administrators. The student researched other voting systems and security issues to address. The proposed methodology is a waterfall approach using ASP.NET, C#, and MySQL. Potential challenges include creating election modules. The significance is reducing costs, staffing needs and increasing voter convenience and participation. The scope is studying Ajayi Crowther's existing system and Nigerian electoral processes. The only limitation identified is
MaFI’s Improved Communications Model
The document proposes a three-level communication model to improve knowledge sharing among members of MaFI, a facilitation initiative. Level 1 uses SEEP's Sharepoint for strategic planning and knowledge production. Level 2 uses a LinkedIn group for discussions, problem solving and networking. Level 3 uses a Facebook page to spread information to thousands. The model incorporates multiple channels like webinars, local learning groups and social media platforms to engage members with different interests. It aims to be proactive, diverse, adaptable, predictable and simple.
Redesigning TCS.com with Remote Research
The document summarizes a project to redesign the website of TCS, a large Indian IT company, through remote user research and prototyping. Key aspects included identifying important content and features through stakeholder interviews and card sorting, creating prototypes based on the research, testing the prototypes remotely with users, and revising the information architecture and design based on feedback. The redesigned site launched in February 2008 and initial analytics showed improvements in important metrics like abandonment rates and time on site.
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This document summarizes the results of a survey studying how users perceive the online forum Stack Overflow as a learning platform. The survey found that while Stack Overflow is frequently used by programmers to solve problems, its specificity may discourage new learners and less frequent interaction. In particular:
- Stack Overflow is used daily by 43% of respondents and weekly by 40%, but its focus on specific programming questions may not support the learning needs of new programmers.
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ACDI/VOCA's Activate is a tool to walk project staff through six steps, resulting in an Social Behaviour Change strategy and M&E plan. First, Activate will provide a set of customizable behaviors with simple guidance on how to select and tailor those behaviors. After projects identify and customize these behaviors, they will have a clearer picture of which behaviors they are trying to change. Activate will then provide training curricula and guidance on barrier analysis and formative research, so that staff will understand how to collect data on drivers and barriers of those behaviors. It will also include a set of sequential decision-making process aides, guidance on best practices from behavioral sciences, and resources on Behavior Mapping to connect target behaviors to M&E processes. Ideas for the new phase of MaFI
These slides propose a few guidelines and concrete projects to relaunch MaFI as a group that will focus on the psychological and cognitive aspects of facilitation of market systems development (MSD) programmes.
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- Stack Overflow is used daily by 43% of respondents and weekly by 40%, but its focus on specific programming questions may not support the learning needs of new programmers.
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2) A study found this approach reduced the time spent approving and distributing minutes compared to traditional note-taking. It also greatly reduced the time needed for new participants to understand past discussions.
3) Future work could involve testing the approach with distributed meetings using software that supports visual/audio communication between remote locations.
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Keynote presentation at IEEE International Conference on Multimedia in Engineering Education 1998, Hong Kong. This paper presents generally applicable techniques drawn from the experience of managing the UK's Teaching and Learning Technology Programme (TLTP) Economics Consortium project to develop WinEcon - a computer based package covering an entire first year introductory economics degree course. The WinEcon project has been a highly successful, large scale multimedia project. It has received multiple international awards, is site licensed by over 80% of UK universities and over 200 organisations world wide. However, what really happens when you set out to develop the world's largest computer based training package for economics with a team of 35 content experts and 17 programmers distributed across eight geographically separate sites is a far cry from the typical case study found in a 'software project management' textbook. There are inherent characteristics of multimedia software which make its development difficult. Consequently any multimedia project carries a high risk of failing to deliver on time, quality or budget and the nature of large scale development projects only serves to amplify the risk to such a degree that many such projects fail to deliver satisfactorily in any of these three areas. These management challenges encountered by the WinEcon project are independent of subject matter and must be addressed when managing any large scale multimedia development.
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Individual and social benefits of online discussion forums
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An Efficient And Scalable Meeting Minutes Generation And Presentation Technique
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Managing Large-scale Multimedia Development Projects
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Concept development for online video communication
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Activate: A tool to help project teams understand and influence behaviour
Activate: A tool to help project teams understand and influence behaviourMaFI (The Market Facilitation Initiative)
ACDI/VOCA's Activate is a tool to walk project staff through six steps, resulting in an Social Behaviour Change strategy and M&E plan. First, Activate will provide a set of customizable behaviors with simple guidance on how to select and tailor those behaviors. After projects identify and customize these behaviors, they will have a clearer picture of which behaviors they are trying to change. Activate will then provide training curricula and guidance on barrier analysis and formative research, so that staff will understand how to collect data on drivers and barriers of those behaviors. It will also include a set of sequential decision-making process aides, guidance on best practices from behavioral sciences, and resources on Behavior Mapping to connect target behaviors to M&E processes. Ideas for the new phase of MaFI
These slides propose a few guidelines and concrete projects to relaunch MaFI as a group that will focus on the psychological and cognitive aspects of facilitation of market systems development (MSD) programmes.
Poll about the future of MaFI
The results of a poll done to get feedback from members about a proposal to focus MaFI on the human and organisational sides of facilitation of market systems development.
MaFI Meeting 2016 (slides)
The document summarizes a meeting of the Market Facilitation Initiative (MaFI) that promoted facilitation of market systems development. It discussed MaFI's strategy in action through Market Facilitation Clinics that allow practitioners to address challenges together, and a Tools Portal to help facilitators access appropriate tools. Participants provided ideas on how the Clinics and Portal could better support practitioners and ensure application of market systems approaches in sectors like women's economic empowerment and food security.
MaFI Vision and Strategic Principles, Updated Sep16
The working draft describing the vision and three strategic principles that guide MaFI's priorities and actions.
Market Facilitation Clinics - SEEP Conference 2016
This document outlines an agenda for a lunch session on market facilitation clinics. It discusses the background and rationale for the clinics, as well as the methods used and results obtained. Key elements of the clinics are defined and examples are given of feedback received. Next steps discussed include following up with past participants, rolling out additional thematic programs, and adapting the pilot clinic approach based on lessons learned.
MaFI Meeting at SEEP Annual Conference 2015 - Report
This set of slides provide an account of the meeting building upon the original slides that were used that day. Comments and questions from the participants and replies from the facilitator were added. The slides also contain the main insights and recommendations from the breakout groups which focused on five concrete ideas that could become part of MaFI's 2016 Work Plan; namely:
- adaptable management
- facilitation
- complexity for scale
- practitioner groups
- financial inclusion through market systems
MaFI Session during the SEEP AC 2014 - slides/report
The document summarizes a session from the SEEP Annual Conference in 2014 on scaling impact in inclusive market systems. The session focused on the state of the Market Facilitation Initiative (MaFI) and opportunities for collaboration. Key points included: MaFI continues growing slowly with impressive engagement among members; focus on sustainable knowledge production; exploring e-learning strategies for scaling facilitator training. Participants discussed topics like measuring systemic change, models for input/output market facilitation, and integrating human-centered design into development projects.
Adapting Lean Thinking to Market Systems Development
A white paper produced by Kenya Markets Trust (KMT) and Engineers Without Borders (EWB) to promote the application of lean management principles to the field of inclusive market development
Market Systems Framework Draft
This is one of the learning documents produced by USAID's Leveraging Economic Opportunities (LEO) Programme. MaFI members will use this document to share knowledge about theories and practices related to market systems.
The Market Systems Framework initiative aims to align the VC framework with systems concepts, make the very poor more visible, and better express the fact that VCs are adaptive, multi-layered, non-linear, and relationship based. The initiative seeks to define inclusive market systems and propose recommendations for project design and implementation.
The framework will be used to develop a detailed learning agenda to address how we (i) analyse market systems, (ii) use the analysis to design inclusive interventions that achieve systemic change, and (iii) measure the results.
You can learn more about LEO at: http://www.acdivoca.org/LEO
Introduce Yourself to MaFI Members - Instructions (for members on LinkedIn only)
Introduce Yourself to MaFI Members - Instructions (for members on LinkedIn only)MaFI (The Market Facilitation Initiative)
This document provides instructions for members of MaFI (Microfinance Opportunities' Access to Finance Initiative) to introduce themselves on LinkedIn in order to build trust within the organization. Members are asked to answer three questions about their current work, an important recent lesson, and what help they would ask for from a fairy godmother or genie. They are then instructed to post their introductions and answers on the MaFI LinkedIn page under a specific discussion title format. The purpose is to get to know other members better through open sharing and build higher levels of trust, which can contribute to more effective learning, coordination, and collaboration.CSOs and VCscs, Blum-Samuelsen 29Oct13
The paper starts out by examining the civil society strategy of the Danish Ministry of Foreign Affairs which forms the basis for public NGO financing in Denmark. The assessment of the Danish policy environment includes extensive reference to a paper on the role of civil society in pro-poor growth initiatives prepared by CISU, an umbrella and fund for smaller Danish NGOs. Secondly, a couple of studies on the experiences of Danish NGOs working with the private sector are presented. Starting from a short reference to the role of NGOs and private sector in the area of microfinance, the paper then presents the role of the NGO in the development of pro-poor value chains including the planning and analysis process. Interventions are further specified in terms of a number of areas in which NGOs can support lead firms and small producers followed by a presentation of a number of ways that NGOs can ensure that working with the private sector indeed benefits the very poor. (Taken from the paper)
Market Learning Event Report Funded by EU and Hosted by Oxfam, UK, Mar 2013
Market Learning Event Report Funded by EU and Hosted by Oxfam, UK, Mar 2013MaFI (The Market Facilitation Initiative)
The Market Learning Event had the following aim:
To promote the appropriate use of market analysis and market based programming in humanitarian contexts through the consideration of the current and potential engagement with markets. The event set out to answer the following questions:
What are we doing today in relation to humanitarian programming and research?
What should we be aiming for?
What have we learnt in terms of challenges and solutions?
What do we need to do now and what is the priority?
The event combined presentations on experience and learning in assessment, analysis and response in relation to markets (see Agenda in Annex 1 for topics) in both the humanitarian and development sector, with working group discussions to explore gaps in knowledge and practices, and outline possible solutions for addressing these. While the learning had a clear humanitarian focus, the event aimed to explore developmental and private sector practices and knowledge, to allow for broadened learning and different approaches that could feed in and support the further development of humanitarian engagements.Concept Note for Local Learning Groups - Second Pilot
This is a document that proposes a vision and strategies to do a second round of testing to find out a sustainable and efficient model to promote local-global dialogues between MaFI and LLGs all over the world.
Who is listening to who, how well and with what effect? By Daniel Ticehurst
Who is listening to who, how well and with what effect? By Daniel TicehurstMaFI (The Market Facilitation Initiative)
“The purpose of this paper is to stimulate debate on what makes for good monitoring. It draws on my reading of history and perceptions of current practice, in the development aid and a bit in the corporate sectors. I dwell on the history deliberately as it throws up some good practice and relevant lessons. This is particularly instructive regarding the resurgence of the aid industry’s focus on results and recent claims about scant experience in involving intended beneficiaries and establishing feedback loops. The main audience I have in mind are not those associated with managing or carrying out evaluations. Rather, this paper is aimed at managers responsible for monitoring (be they directors in Ministries, managers in consulting companies, NGOs or civil servants in donor agencies who oversee programme implementation) and will improve a neglected area.” (Daniel Ticehurst)Systemic M&E Synthesis, Feb2013
IF YOU WANT TO DOWNLOAD THIS PAPER BUT DO NOT HAVE A SLIDESHARE ACCOUNT, PLEASE GO TO: http://bit.ly/mafisystemandesynthseep This paper is the synthesis of conversations that started in MaFI in June 2010 and a series of online and in-person conversations that took place in the second half of 2012. This paper captures the voices of practitioners, academics, donors and entrepreneurs who are trying to find better ways to monitor and evaluate the influence of development projects on market systems and learn more, better and faster from their interventions. The paper flags up three critical issues related to targeting, accountability and sustainability; and PROPOSES SEVEN PRINCIPLES that could help practitioners and policy-makers to designs and implement appropriate and usable systemic M&E frameworks.
Inquiry into aid effectiveness. Evidence submission from Rosalind Eyben. July09
Inquiry into aid effectiveness. Evidence submission from Rosalind Eyben. July09MaFI (The Market Facilitation Initiative)
This document contains evidence that supports some of the ideas proposed by MaFI members in the MaFI-festo and in the Systemic M&E initiative. Development is also about relationships, not just about technicalities and money; reality is complex; flexibility and ability of practitioners to connect and leverage the system's resources are key; etc.FAN approach, Wielinga, Apr2011
This document provides an overview of the "FAN Approach", which stands for "Free Actors in Networks". It emerged from a Dutch experiment involving networks of farmers working on sustainability initiatives. The key ideas are:
1. Networks cannot be managed like projects due to their voluntary nature and lack of hierarchy. They require a different "network approach" focused on motivating people rather than controlling tasks.
2. This approach centers around "Free Actors" who recognize destructive patterns in a network and work to restore connections. Their role is crucial for a network's health.
3. Tools of the FAN approach like the "Spiral of Initiatives" and "Network Analysis" help network members reflect on relationships,
Systemic M&E discussion paper, version 2 - 9 Oct 2012
Note: the results of this discussion are available at: http://www.slideshare.net/marketfacil/systemic-mand-e-synthesis-31jan2013
This is the first version of the paper that we will use to promote debate, reflection and progress around the systemic M&E initiative. The initiative’s main objective is to promote a rethink of how we measure our impacts on market systems and their evolution towards more inclusion, productivity and efficiency (i.e. how do we know that the markets systems we work with are actually going to continue reducing poverty and protecting the environment even after we have left the scene).
The paper is a live document and it is intended to evolve with the conversations that donors, academic researchers, and practitioners working in inclusive market development and finance/microfinance development. Most of these conversations will take place in MaFI, in USAID’s Microlinks (23-25 Oct, 2012) and the SEEP 2012 Annual Conference. Your comments and questions are welcome (please use the comments box here).
The systemic M&E is one of the concrete solutions proposed by the MaFI-festo (http://slidesha.re/mafifesto2) to make international development cooperation more facilitation-friendly, and therefore, more cost-effective.
Extreme poverty in Bangladesh: lessons, learnings and reflections
Extreme poverty in Bangladesh: lessons, learnings and reflectionsMaFI (The Market Facilitation Initiative)
Extreme poverty remains a challenge in Bangladesh despite reductions in overall poverty. The extreme poor have eroded assets, malnutrition, health issues, and exclusion from services. Standard poverty reduction strategies do not work for them due to assumptions about capacity and opportunities that do not apply. A new approach is needed that combines subsistence support, safety nets, health care, education to break intergenerational poverty cycles. Social protection including unconditional transfers is imperative for the most vulnerable. A pro-poor political settlement is needed to fund prevention, protection and promotion through expanded taxation.More from MaFI (The Market Facilitation Initiative) (20)
Activate: A tool to help project teams understand and influence behaviour
Activate: A tool to help project teams understand and influence behaviour
MaFI Vision and Strategic Principles, Updated Sep16
MaFI Vision and Strategic Principles, Updated Sep16
Market Facilitation Clinics - SEEP Conference 2016
Market Facilitation Clinics - SEEP Conference 2016
MaFI Meeting at SEEP Annual Conference 2015 - Report
MaFI Meeting at SEEP Annual Conference 2015 - Report
MaFI Session during the SEEP AC 2014 - slides/report
MaFI Session during the SEEP AC 2014 - slides/report
Adapting Lean Thinking to Market Systems Development
Adapting Lean Thinking to Market Systems Development
Introduce Yourself to MaFI Members - Instructions (for members on LinkedIn only)
Introduce Yourself to MaFI Members - Instructions (for members on LinkedIn only)
Market Learning Event Report Funded by EU and Hosted by Oxfam, UK, Mar 2013
Market Learning Event Report Funded by EU and Hosted by Oxfam, UK, Mar 2013
Concept Note for Local Learning Groups - Second Pilot
Concept Note for Local Learning Groups - Second Pilot
Who is listening to who, how well and with what effect? By Daniel Ticehurst
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Inquiry into aid effectiveness. Evidence submission from Rosalind Eyben. July09
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Extreme poverty in Bangladesh: lessons, learnings and reflections
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MaFI 2009 Survey Results
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- 2. Summary of Survey’s Results Created: November 2009 (Detailed Results Annexed)
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