MaFI Session during the SEEP AC 2014 - slides/report
•Download as PPTX, PDF•
1 like•3,084 views
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.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to MaFI Session during the SEEP AC 2014 - slides/report
Similar to MaFI Session during the SEEP AC 2014 - slides/report (20)
More from MaFI (The Market Facilitation Initiative)
More from MaFI (The Market Facilitation Initiative) (20)
Recently uploaded
Recently uploaded (20)
MaFI Session during the SEEP AC 2014 - slides/report
- 1. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems The State of MaFI 2014 Facilitator: Lucho Osorio Report of the Session an initiative of
- 2. Structure of the Session • MaFI today – Keeps on growing slowly but surely and with impressive vibrancy – Big focus on sustainable knowledge production processes – Still looking for a sustainable, low-cost model for Local Learning Groups • LEO Programme: overview and collaboration with MaFI • Production of knowledge products: MaFI Knowledge Factory • E-Learning for inclusive market facilitators as a scale up strategy • Inputs from the participants: questions, insights and ideas to engage
- 3. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems
- 4. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems Main Progress Against the 2014 Work Plan • Collaboration with USAID’s Leveraging Economic Opportunities (LEO) – Promotion of LEO activities via MaFI – Collaboration around the Inclusive Market Systems Framework paper: http://bit.ly/mktsysmafi (see below) – Collaboration around facilitation tools: http://bit.ly/facilitationtools (see below) • Production of knowledge products – After many tests and conversations with members, it seems that we are finally on the way of implementing a sustainable model for sustainable knowledge production using the best discussions created by members: The MaFI Knowledge Factory (see below) • Building capacity of facilitators on systems and complexity – This year, mainly through LEO, but stay tuned for a new take on the Complexity Dialogues! (http://slidesha.re/maficomplexityproject)
- 5. Note: all graphs and calculations in this section were made on Sep 2014 MaFI keeps on growing (Oct 2009 – Sep 2014) 360 members today NEW MEMBERS TOTAL MEMBERS
- 6. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems Growth is important but not as important as vibrancy COMMENTS AND DISCUSSIONS Sep 2014Oct 2009 Vibrancy: the network’s rate of response to individual members posts (i.e., how much members engage, discuss and learn from each other)
- 7. MaFI’s vibrancy in context MaFI (full X-axis) 360 members 5 years on LinkedIn MaFI’s Y-axis was corrected to allow comparison with the other two networks. Networks 2 and 3 operate in similar fields as MaFI. Network 2 (sample) 1,100-1,500 members 4 years on LinkedIn Very high response rate to discussions created by members Low response rate to discussions created by members Lots of discussions created but very little response Network 3 (sample) 2,500-3,000 members 6 years on LinkedIn
- 8. An impressive little network… MaFI Systems Thinking World 19,500 members 20 approx. 450 approx. 20/360 = 5.5 comments per 100 discussions created 450/19,500 = 2.3 comments per 100 discussions created 360 members This comparison is with a very large network that is permanently generating discussions
- 9. Function of MaFI members Prog and Proj Management Entrepreneurship Business Development
- 10. Industry where MaFI members work International Trade and Development NGO International Affairs Management Consulting Program Development
- 11. Location of MaFI members
- 12. • The Knowledge Factory: both member-led and student-led models up and running • Learning Group on E-Learning for Facilitators: to promote convergence and good practices in the use of “teach-nology” • Collaboration with LEO: around building capacity in facilitation and local learning groups • Collaboration with the new SEEP’s Women’s Economic Empowerment (WEE) Group: stay tuned for details • Collaboration with The BEAM Exchange: stay tuned for details Do you have ideas for 2015? Please contact you facilitator Lucho Osorio at luis.osorio@practicalaction.org.uk Possible areas of work in 2015 (To be discussed further with MaFI members on LinkedIn)
- 13. The following comments and opinions do not necessarily reflect the position of SEEP. They appear unedited, as they were posted on the flipcharts during the MaFI session. Inputs From the Participants • Questions • Insights • Ideas to engage Aha!!! Oh yeah!!!
- 14. Inputs From the Participants: Hmmm • Surprised there has been almost no discussion about changing the mindsets in communities – trust, aspirations, advocacy, enabling environments, empowerment. • Are there enough good examples of markets systems projects that can be evaluated to provide the evidence to show the benefits of markets systems projects (i.e. chicken and egg)? Ewan Bloomfield, Practical Action Consulting • Non-US-based donors have arguably been doing market facilitation longer and more successfully than USAID. Suggest more comprehensive look at other donor efforts. • How is the LEO team implementing savings/microfinance in the barter systems of the extremely poor?
- 15. Inputs From the Participants: Hmmm • How do the principles of human-centered design / iterative design process relate and are impacted by the existing procurement processes for development projects? • Scale: Issues about cost/client & impact/client are the real tough questions. Is M&E around scale if its to have any real meaning. Mike Bowles • Indirect beneficiaries, when being counted, often require monitoring through partners (e.g. rural retailers + biz). The ability of these local partners to collect data is limited. Such data is prone to failing data quality assessments. How to strike a balance between our (unattainably) high expectations and local ability to capture data? • Simple, complicated, complex most of our systems are complex but our donor system is set up to target simple and complicated interventions. What would a complex funding structure look like & how would we convince donors to do it?
- 16. Inputs From the Participants: Hmmm • For jobs support tools: along with looking at different sectors, what about extra donors? Scaling in inputs markets: How is a market that evolves across products and services represented in scaling criteria? E.g. A farmer who evolves / graduates from buying solely animal sickness medicines (i.e. a curative, emergency item) to, say, animal health services (i.e. a preventative service that are a bundle of products and services such as vet visits). And how would the facilitators of the animal health service be tracked and included in scaling criteria? • Importance of research & recommendations taking into account lessons learned from past experience not just best practices • Push/pull - we the ‘outsiders’ decide which interventions will PUSH and which will PULL BUT as MaFI-ers i.e. facilitators it is us who decide what and how to push/pull? • Competitiveness, Inclusiveness, resilience: how do we measure that?
- 17. Inputs From the Participants: Aha! • How to make space for reflecting/learning? Make it essential part of work – instead of following a pre-built plan, plan as you go along, reflecting on what happens. • “Push/Pull” approaches: Question on sequencing & layering by Anna Garloch. Very relevant for AKF, but just a different language/jargon. We would be very pleased to be involved. • People first: That we need to put aside our cultural judgements on what is good or bad + instead focus on what the people themselves determine good/bad + facilitate a suitable win/win trade off. Reference to migratory labour, labour pricing + pre-judgement. Push/pull and labour pathways. • A key element of achieving “scale” is the snowballing effect that takes place both during and after the project ends = importance of a growth strategy • Re. sequencing and layering: (i) no “one-size fits all”; (ii) as we develop capabilities we need to march with opportunities according to the rate of results. Also, stay attuned to opportunities that were “unintended” • LEO is doing great stuff and I’m looking forwards to hearing more on these projects on MaFI!!
- 18. Inputs From the Participants: Oh Yeah! • CARE has some work going on in labor in Bangladesh to contribute to this topic. Please contact me Late Lawson-Latergo • Push/Pull: Save places, great emphasis on recognising the role of facilitating off-farm/labour linkages along with input/output markets. We would be interested in engaging with LEO as they develop a conceptual framework on this issue. Malini Tolat, Save The Children • Models for input/output: looking at the diversity, complexity and risk prone nature of agric. sector in most of the countries in Africa a focus on input sector model alone might not be viable option for the reasons: (i) input business is seasonal and long slack period for suppliers; (ii) farmers are willing to invest on inputs when they are confident of end markets A one- stop shop / multiple service model need further study and experience sharing
- 19. Inputs From the Participants: Oh Yeah! • E-learning and programme implementation: any thoughts on building e- learning with implementation software? E.g., as a project officer if I am reviewing a results chain, could I get a prompt to “organise a learning lunch with your team and discuss…” Could these prompts also celebrate and reward eg “well done, thanks for your blog post” • Re. using students for MaFI blog… I have connections w/Touluse Business School (I’ve taught “Private Sector Development in Post-Conflict Countries” for about 8 years there). I think the prof. I work with would be very interested in this. Let’s talk… Karri Goeldner • “Experts” for complex problems: how do we differentiate between expertise needed to solve a ‘complicated’ problem and the skills needed to solve a ‘complex problem’? What conversations could be facilitated through MaFI to frame this idea and build capacity at the field level to promote the value [of this idea?], after behaviour change with local organisations, build a pool of skills/people for complex problems and help source the right knowledge ‘solution’ to affect change in complex problems? (Anoushka, EVI).
- 20. Inputs From the Participants: Oh Yeah! • Let’s look at what makes non-USG-funded facilitation different from what we find on USAID projects. What can we learn from the Dutch, the British, the Canadian donors? Not better or worse but let’s learn from all that is out there! Oh yeah! • Engage in providing inputs on results of using various facilitation tools… and get feedback! World Vision Philippine, Rubylyn Gonzaga • Customer loyalty for relationships in markets: A key piece around relationships is long term resilience and durability. Could one mechanism be a customer loyalty focus; e.g. programmes between farmers and agrodealers (farmers = customers; “their patronage, feedback, influence on other farmers is very important and core to my small business”) and also processing firms (where farmers = preferred suppliers; “the quality and quantity and regularity and regularity of products is most important for the growth of my firm”). How do we talk about programme models that have these concepts embedded in their strategies? (Anoushka, EVI)
- 21. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems Annexes Slides used in: LEO (slides 22-52) Knowledge Factory (slides 53-63) E-Learning (slides 64-118)
- 22. • An overview of LEO • Areas of collaboration with MaFI: – Market systems framework – Facilitation job aids or tools • Special thanks to the LEO team, Ruth Campbell, Ben Fowler, Margie Brand, Anna Garloch and Lindsey Jones, for sharing their LEO work with the participants SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems USAID’s LEO
- 23. Leveraging Economic Opportunities Ruth Campbell LEO Program Manager rcampbell@acdivoca.org
- 25. Partnership with the SEEP Network MaFI (The Market Facilitation Initiative) STEP UP (Strengthening the Economic Potential of the Ultra Poor) Women’s Economic Empowerment
- 26. Inclusive Market Systems Development Objective: To catalyze a process that results in a market system that is • Competitive—upgrade to meet demand • Inclusive—of women, the poor, youth • Resilient—to shocks
- 27. Inclusive Market System Framework You can find the paper at: http://bit.ly/mktsysmafi
- 28. Characteristics of Market Systems • Soft boundaries • Contain simple, complicated and complex • Self-organizing • Reinforcing loops • Balancing loops
- 29. Implications for Projects 1. Broader, ongoing analysis 2. Differentiate among • Simple—work plans, budgets • Complicated—experts, results chains • Complex—experimentation, learning 3. Competitiveness—stimulate change processes 4. Inclusiveness—build capacities 5. Resilience—communications, analysis, diversity
- 30. Peer Learning Events Ethiopia, Kenya, Uganda: - 11 projects Malawi, Rwanda, Tanzania, Zambia, Zimbabwe: - 9 projects
- 31. Models for Scaling Impact – Our Focus • ‘How can we best facilitate access by smallholder farmers to input and output markets at scale?’ • Reviewing the evidence from current and past projects • Inspecting key barriers, models, results, and implications for project design • Investigating outreach, outcomes, sustainability and equity
- 32. Work to Date • Case study review • Identification of model typology and lessons learned • Sharing findings: – Bureau of Food Security – USAID Staff – Advancing the FIELD conference
- 33. Looking for Cases Input markets • Input supplier-driven • Microentrepreneur-driven • Lender-driven • Buyer-driven • Producer Collective-driven Output markets
- 34. Coming up • Identify new cases • Synthesize learning into draft input markets paper • Begin research on scaling in output markets • Share findings
- 35. M&E: Evaluating Systemic Change http://bit.ly/leomandesystemschange
- 36. M&E: Facilitation Contact Groups
- 37. M&E Evaluation Agenda 1. Evaluation Framework • Oriented to market systems facilitation • Principles & guidelines • Link between monitoring, developmental evaluation & impact evaluation • Linking evaluation and project staff
- 38. M&E Evaluation Agenda 2. Tools for Measuring Systemic Change • Indicators of systemic change • Analysis of market relationships with network mapping • Tools for monitoring & managing facilitation
- 39. M&E Evaluation Agenda 3. Evidence on Scale from Interventions to Facilitate Inclusive Market Systems • Identify approaches around measuring indirect & secondary contacts • Build the evidence base
- 40. Facilitation Job Tools What form could staff adapt to assess the progress of private sector partners? Is there a format others have used for partners’ cost- share reporting? Is there a helpful format for a monitoring plan for a market facilitation project?Are there examples of forms for recording observations of market actor behavior? What are examples of market facilitation job postings and job descriptions? Are there examples of performance assessments for market facilitation staff? Are there examples of MOU templates with different market actors that we could adapt?
- 41. Facilitation Job Tools http://bit.ly/facilitationtools
- 42. Facilitation Job Tools Contributing Organizations • ACDI/VOCA • Action for Enterprise (AFE) • Adam Smith International (ASI) • CARDNO EMG • CARE • CRS • EcoVentures International • Engineers Without orders • Kenya Markets Trust • Mercy Corps • Practical Action • SAMARTH • TetraTech • World Vision US
- 45. Facilitation Job Tools • HUMAN RESOURCES • Staff Performance Assessments • Job & Consultant Position Postings • Staff Job Descriptions • PROJECT MANAGEMENT • Workplan & Intervention Planning • Intervention Review & Reporting • IMPLEMENTATION • Designing Interventions • Delivering Traditional Capacity Building & Meetings • Delivering Non-Traditional Capacity Building & Meetings • Observing & Facilitating Market Actor Behavior • Market Surveys • MANAGING PARTNERSHIPS • Managing Partnership & Grant Applications • Planning & Developing Cost- Shares & MOUs • Managing Cost-Shares & MOUs • M&E • Monitoring Plans • Results Chains Examples • M&E / Indicators • M&E / Reporting Support managers and staff in …
- 47. Pathways out of Poverty through Push/Pull A push/pull approach is a strategic approach to poverty reduction that utilizes both push strategies—which build capacities, and pull strategies—which facilitate access to opportunities, to incrementally drive more beneficial and sustained inclusion of the very poor into market systems. Key Features: • Adopts a theory of change • Embraces a systems approach • Is demand driven in development of capacities and markets • Utilizes sequencing and/or layering • Sensitive to the diversity of income sources within a household • Emphasis on how, when, where, and why ‘push’ and ‘pull’ interact, and ‘who’ has incentives • Attention to behaviors, aspirations, and relationships • Includes a knowledge management systems that supports the effort
- 48. Our Focus • Identifying models of integrated push and pull • Capturing practitioner experience from implementation – what is working? What is missing?
- 49. Coming Up • SEEP Conference Track and Synthesis • Framework • Project case studies • Country-based portfolio case studies • Labor and pathways out of poverty
- 50. Discussion • Experience with Push/Pull: – What strategies are you finding most impactful to drive inclusion? – Do your models include sequencing and layering – why/why not? • Labor and Pathways out of Poverty – What should our focus be? – What tools and resources would be most helpful to you?
- 51. Women’s Empowerment How LEO is contributing to the Women’s Empowerment Agenda: • Framework for Women’s Empowerment through Market Systems Development • Business Cases for Women’s Empowerment Resource • Intervention Guide for the Women’s Empowerment in Agriculture Index (WEAI) • Women’s Economic Empowerment Working Group • Women’s Empowerment and Market Systems Training Materials • Addressing gender-based violence
- 53. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems The MaFI Knowledge Factory Facilitator: Lucho Osorio luis.osorio@practicalaction.org.uk an initiative of
- 54. as MaFI grows, more knowledge is produced by its members… … making it harder to keep up with their best ideas and experiences
- 55. useful knowledge that MaFI members produce and share on LinkedIn every year … … must be shared with others outside of MaFI too
- 56. but the best of this knowledge must be edited and synthesised
- 57. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems Searching for a sustainable model Principles • Low cost • Decentralised production • Standardisation • Collaboration
- 58. Webpage example. Stay tuned via Twitter @marketfacil to learn when the pages will go live!
- 59. Webpage example. Stay tuned via Twitter @marketfacil to learn when the pages will go live!
- 60. Webpage example. Stay tuned via Twitter @marketfacil to learn when the pages will go live!
- 61. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems Standardisation Three modules • Blog • Synthesis – Convergences – Divergences – Pending questions / issues – Resources • Original (raw) text
- 62. Blog by the author Synthesis of key points Original discussion preview Webpage example. Stay tuned via Twitter @marketfacil to learn when the pages will go live!
- 63. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems Partnerships with Universities Discussions as inputs for post-grads • Supervisors champion the initiative • Agreement with student and supervisor • Connection with key discussants • Follow-up • Support high quality papers -> journals
- 64. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems E-Learning for Inclusive Market Facilitators Scaling Up Capacity Presentations by: Adam Keatts – Fintrac, Inc. Steve Morris – VSO Mark Harwood – World Vision Australia
- 65. e-Learning for Inclusive Agricultural Development Lessons from Fintrac University Adam M. Keatts Knowledge Manager Fintrac, Inc SEEP Member Day: MaFI Working Group September 22, 2014
- 66. What is Fintrac University? • Global, internal e-learning platform • Capacity building for 500+ staff • Agricultural systems knowledge • Learn, Contribute, Share, Discuss
- 67. The Pillars of Fintrac University Foundation for e-Learning Communities Users Technology Leadership Content
- 68. Leadership Inspiration from the top • The vision of our President Commitment of corporate resources • Significant investment of time and money Buy-in from field and HO directors • Balance competing demands from deliverable-based projects
- 69. Learning Content Development We want well-rounded, technically competent, broad thinkers • Conceptual knowledge is insufficient • Technical agricultural knowledge is critical Continuous development of content • Stay current • Keep staff engaged How do we develop it? • Dedicated Corporate Learning team • And crowd-sourced from across the organization
- 71. Approach + Technical + Interactive
- 72. User Engagement Push - Pull • Compulsory – performance evaluations • Incentives – leaderboard, badges, social networking Ambassadors • In country advocates • HO – Field reinforcement Continuous Content • Keep them coming back
- 73. Community • Global, cross-project discussions • Tag individuals to bring them into discussions • Attach technical documents, links, relevant current events, etc • Periodic webinars with subject matter experts around the company
- 74. Technology Website Design Software • Open-source website development program – Drupal • Dedicated back-end programmer (design, maintain, update) • Simple content management interface for Corp Learning Video content • Animated and field based learning videos • Dedicated videographer • Fintrac U embed, YouTube host Webinar content • Back-end tech support -- Adobe Connect
- 75. Final Thoughts An e-Learning platform is just a vehicle for learning • It will not drive itself Customize platform and content to system context • Fintrac U was built from scratch to reflect Fintrac’s corporate culture We are still learning!! • Fintrac U is a constant work in progress, and we have a long way to go
- 76. Thank you Adam M. Keatts akeatts@fintrac.com
- 77. Welcome to VSO's Learning Hub the learning and development hub for VSO volunteers and employees MOODLE
- 78. • VSO works in 27 Developing Countries • through 500+ partners in 4 themes • 950 international volunteers at any time • 800+ employees across the federation
- 79. Why e-learning? • Increasingly, our workforce and volunteers “live online” • Their roles and their learning needs are so diverse • Formal, time-specific training programmes are only appropriate for certain needs
- 80. •Self Study Modules: • Cost-effective (no airfares, trainer time, venue costs) • Consistent quality/content to all employees • People learn at their own pace, at any time (24-hour clock) • Learn “just-in-time but can return to modules to refresh learning How we do e-learning •Webinars: • Cost-effective, global access to expert speakers, reach shared conclusions • Dispersed participants build relationships, learn from each other • Valuable as part of “facilitated self-study” • Great for keeping up momentum and providing an external “deadline”
- 81. 81 •Challenges: • Internet connectivity/ reliability • Culture of “doing” and not “learning/reflecting” • Lack of compliance re: mandatory training • High drop-out rates for courses e-learning •Philosophy: • Learning is a 3-way responsibility • The individual - main driver (commit to finding the time ), • Line manager or programme manager (help individuals to identify learning needs) • VSO global learning team (provides access )
- 82. 82
- 83. 83
- 84. 84
- 85. 85
- 86. 86
- 87. 87
- 89. • New Line managers to support L&D in their teams • No corporate incentives • Those who take learning seriously more likely to do their jobs better and progress User Engagement
- 90. The Learning Hub will become the main source of learning: • Linked to our online performance management system • Part of VSO “ways of working” • People will barely notice the difference between “learning”, “knowledge sharing” and “doing our job” • Seamless process of continuous improvement Vision
- 93. 1. Know your Audience
- 94. 1. Know your Audience: • Watch your writing style: not your thesis! • How do they learn? • Where do they learn? Field/Classroom • Asynchronous
- 99. 2. Create a learning community
- 100. 2. Create a learning community: • Respect their expertise: you are not the teacher • Learner-created content ensures relevancy • Encourage peer reviews/internal feedback • Use their programmes as real case-studies • Tea-break!
- 106. 3. Engage your participants • Part of learning community, they are not alone • They all have something to add: value inputs • Discussions, debates, wikis, quizzes, videos • Major assignments, group leaders, peer support groups, group leader opportunities • Peer support groups
- 110. 4. Recognition
- 111. 4. Recognition: • Badges • Ongoing feedback (bring in SMEs) • Assess submissions and assignments • Global certificates and acknowledgement • Manager endorsement, activity summaries
- 114. 5. Evaluating
- 115. 5. Evaluating:
- 118. Questions?
- 119. SEEP Annual Conference 2014 Scaling Impact in Inclusive Market Systems Thank you! Lucho Osorio luis.osorio@practicalaction.org.uk @marketfacil http://on.fb.me/fbpagemafi
Editor's Notes
- USAID, DFID and SDC signed an MOU one year ago to work on inclusive market systems development. LEO is USAID’s commitment to this agreement. It’s a three-year initiative to support learning and practice in the area of inclusive market systems development.
- LEO has a number of research themes. Learning with and from practitioners. LEO team is led by AV, and includes Practical Action, EVI, MarketShare Associates, MEDA and others… including SEEP.
- With 3 working groups. MaFI worked with us on a brief paper about the inclusive market systems approach. (Have copies.)
- Series of graphics
- What are the constraints that impede efforts to sustainably scale access by smallholder farmers to inputs? What types of models have improved access to inputs at scale? What are the results that these models have achieved? What are the implications for future project design?
- Human ResourceS Staff Performance Assessments Job & Consultant Position Postings Staff Job Descriptions PROJECT MANAGEMENT Workplan & Intervention Planning Intervention Review & Reporting IMPLEMENTATION Designing Interventions Delivering Traditional Capacity Building & Meetings Delivering Non-Traditional Capacity Building & Meetings Observing & Facilitating Market Actor Behavior Market Surveys MANAGING PARTNERSHIPS Managing Partnership & Grant Applications Planning & Developing Cost-Shares & MOUs Managing Cost-Shares & MOUs M&E Monitoring Plans Results Chains Examples M&E / Indicators M&E / Reporting
- Objective Online resource to support field staff in managing and running market systems development projects Includes templates, guidelines, and tools
- These are examples on site and how presented
- Look at handout
- 1. Human Resource Staff Performance Assessments Job & Consultant Position Postings Staff Job Descriptions 2. PROJECT MANAGEMENT Workplan & Intervention Planning Intervention Review & Reporting 3. IMPLEMENTATION Designing Interventions Delivering Traditional Capacity Building & Meetings Delivering Non-Traditional Capacity Building & Meetings Observing & Facilitating Market Actor Behavior Market Surveys 4. MANAGING PARTNERSHIPS Managing Partnership & Grant Applications Planning & Developing Cost-Shares & MOUs Managing Cost-Shares & MOUs 5. M&E Monitoring Plans Results Chains Examples M&E / Indicators M&E / Reporting
- You can contribute…
- Why this fits explicitly into the IMS framework and learning agenda. Definitions of push/pull Where
- Framework Project case studies Country-based portfolio case studies Labor and pathways out of poverty
- Good afternoon everyone. My name is Adam Keatts from Fintrac based in the US Virgin Islands, and I’m here to tell you a little bit about the e-learning platform we have designed to build our global staff capacity to facilitate inclusive agricultural development. I want to thank Lucho for pulling this discussion together and giving us the opportunity to join this session. We have a number of lessons learned to share, and I also look forward to learning from Steve, Mark and all of you.
- 66
- 67
- 68
- 69
- Here’s an example of the learning topics we currently focus on. And each topic area is further broken down by learning module, as you can see here. Certain topic areas are understandably more robust than others at this stage, but as I mentioned, the content development process is not static. We are continually expanding what is available.
- And here is an example of an individual module within the production/postharvest topic area, focused on irrigation. I personally developed this module, so I naturally like it and think it represents well what we are trying to do with our learning content. As you can see, the module is broken down by individual units and sections (1.1, 1.2, 2.1, 2.2, etc) so that users can follow the material in a chronological process – or may follow a self-directed process if their learning needs are targeted (ie; I need to know about fertigation). Early units start with conceptual introductory knowledge – what is irrigation, what types of irrigation are there, what are the benefits and challenges of each. This then goes on to focus initially on our approach to expand drip irrigation to smallholders given its potential benefits in terms of productivity and water use efficiency. We present models for how to work with drip irrigation manufacturers and distributors to expand access to the small farmer market segment – advising them on scaled down system design, equipment financing strategies, and embedded extension for their smallholder customers. Following the principals and approaches for facilitating local actor investment, we move on to the technical specifications around system design, operation and maintenance. Its important to point out our understanding that expanding local actor investment requires that our staff are capable of technical advisory where knowledge gaps exist in local systems. And in addition, we pepper each module with more interactive features such as videos and periodic quizzes where staff can gauge their understanding as they move through the module. Finally, you can see here that this module also offers translations in Spanish, as indicated by the flag for our colleagues in Honduras.
- 72
- The Fintrac U Global Community is a platform for discussion around inclusive agricultural development issues. These may be specific to individual projects or more general discussions. We are currently introducing several new social networking features including Tagging individuals to bring them into relevant discussions. And also Tagging each post by technical topic/theme. This allows staff to target the discussions that they find interesting and relevant to their work, and to avoid any unnecessary topic/themes that they may see as “noise”. This topic/theme tagging serves a bit like a proxy for introducing smaller, more targeted communities of practice without creating exclusivity. The community is also a place where periodic webinars with subject matter experts across the organization will be housed.
- 74
- 75
- 76
- For those who do not yet know this thing called VSO
- VSO is an international development charity. (Click) Working in 27 developing countries (click) Through 500+ programme partners in 4 development themes (click) With an average of 950 international volunteers in placement at any time (not to mention the growing number of local volunteers) From 9 recruiting countries (click) 800+ employees across the federation So Why e-learning?
- Why E-learning? (click) Because increasingly, our workforce and volunteers “live online” via PCs, Laptops, Smartphones etc and are adept at searching/finding what they need using technology; (click) and because they (their roles and their learning needs) are so diverse (click) that formal, time-specific training programmes are only appropriate for certain needs (mandatory technical training; induction; roll-out of new systems etc)
- How do we do e-learning? (click) Self-study modules: Cost-effective (no airfares, trainer time, venue costs), allows us to provide the same quality/content to all our employees and volunteers around the world, allows people to learn at their own pace, at any time (of the 24-hour clock) that suits them, and to learn “just-in-time” - or to return to modules to refresh their learning when they need it for a specific task/purpose, accessible to new volunteers/employees before they start their placement/job – ie at a time when they are most keen to learn and can usually spare more time; enables us to monitor and analyse learning activity, easier to update content and to create links to other guidance/information on VSO systems and external websites/YouTube etc (click) Webinars: Cost-effective, enables people globally to have access to high quality expert speakers and to reach shared conclusions, allows globally dispersed participants to build relationships and learn from each other, valuable as part of “facilitated self-study” (ie a cohort of learners do a self-study module over a period of say one month, then come together for a webinar to discuss/consolidate learning before doing the next module: which is great - in theory! - for keeping up momentum and providing an external “deadline” where self-discipline is an issue)
- Philosophy: Learning is a 3-way responsibility, shared between the individual (main driver), their line manager (or for volunteers, this might be the programme manager) and VSO. So VSO provides access to learning interventions (including e-learning, webinars, guidance, facilitator notes for face-to-face learnings etc); line managers help individuals to identify learning needs and draw up a plan to meet them – using a range of options from coaching to experiential learning to self-study to formal courses (online or face-to-face); and individuals commit to finding the time to follow their learning plan. Challenges: Internet connectivity/reliability in some countries/places; culture of “doing” and not “learning/reflecting” - we don’t stop to “sharpen the saw” – but of course, until we do, we won’t learn how to do things more effectively, so we’ll be constantly running round in circles – lack of compliance re mandatory training, high drop-out rates for courses that people start off eager to attend but then de-prioritise in the face of “real work” In-house Moodle Learning Hub – currently under re-construction to make it easier to navigate as we add new content and especially as we provide more materials that are generic for volunteers and employees (which in turn is part of VSO’s overall drive to see employees and volunteers more as part of one global, connected, team)
- So a brief guided tour of our Learning hub, starting on the log in page: You can see it is the same place both for volunteers and employees
- Under Secure Livelihoods we have three courses at present, IMD, developed in conjunction with Practical Action and the catalyst for this presentation. Secure Livelihoods overview - primarily an introduction to our thematic strategy And small business skills – primarily for volunteers to be placed in small organisations to build their capacity.
- Mention the features within the IMD course LHS moderators panel: Can monitor users and their grades on the course RHS, users panel: Training tips Latest news Search function
- As participants follow the course we can monitor their grades and offer support where it would help.
- Typical discussion forums we are all familiar with
- We can monitor easily who is doing what and when using logs
- Content creation (in-house, crowdsourced…) A mix: best example is our new “Introduction to International Development” course: based on an EU-funded diploma course run by the University of Ulster (they gave us free), turned into e-modules and augmented with VSO-specific and Right Up To Date external links by an amazing pro-bono course designer from Harper Adams University. Each module ends with a webinar run by one of our learning and development team plus a different VSO specialist, depending on the modules content http://learning.vsoint.org/course/category.php?id=111 We have moved quite dramatically from “creating our own learning” to “procuring learning” (whether on the internet or by hiring external specialists to create or co-create learning): Increasingly, free learning and knowledge is so easily accessible online to everyone in the world, so our role becomes more one of helping people find the best sites for their specific needs.
- User engagement (metrics, incentives…) (click) We explain to new line managers that part of their job is to support the learning and development of their teams, (click) rather than offering “corporate” incentives: (click) but in practice, people who take their learning seriously are more likely to do their job better and progress at VSO – so the “hidden” incentive is career progression and job satisfaction, I guess! (Can miss if short of time) There are a few L&D-type questions in our annual employee survey (You First) and our rolling volunteer survey. In general, volunteers are very happy with their pre-departure training; in-country training scores vary from place to place; and employees are less satisfied with the learning opportunities VSO offers (but feedback from the People Managers suggests that this is because most people’s mindset is that they’re waiting for someone to tell them they’ve been booked onto a course!)
- The Learning Hub will become the main source of learning for all VSO volunteers and employees; (click) it will be linked through technology to our online performance management system; (click) and it will be an expected part of VSO “ways of working” that everyone sees learning as an integral part of their job. (click) Our Learning Manager’s personal vision is that people will barely notice the difference between “learning”, “knowledge sharing” and “doing our job” – it will all be a seamless process of continuous improvement in pursuit of quality programmes and achieving results. (can miss if short of time) We are struggling to get L&D onto the priority list at senior levels: though there is now a lot more talk about continuous learning and improvement, in the context of quality programming, and I think a genuine recognition that in our enthusiasm for building fundraising skills in 2012/13 we took our eye off the ball re the technical tools, checklists, guidance and training our Programme Managers need: This is now being put right with the M&E curriculum (face-to-face via Regional M&E managers and now being converted into e-modules) etc.
- Adults are internally motivated and self-directed Adults bring life experiences and knowledge to learning experiences Adults are goal oriented Adults are relevancy oriented Adults are practical Adult learners like to be respected
- From the local region Based in the community for 3-5 years