The key ideas from the plenary session at the end of a glorious day that will shape MaFI forever... and the work that facilitators do all over the world. This document and the experiences accumulated in the last 2 years are the basis for the strategies and action plan of MaFI in 2011 and beyond.
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.
This is the working draft of the concept note that describes the Systemic M&E initiative that MaFI is promoting with the support of fhi360 and The SEEP Network. Let MaFI's facilitator know if you have any comments or questions.
The document provides step-by-step guides for managing the Global Internship Programme and Global Community Development Programme on MyAIESEC.net. It outlines how to raise TN forms and EP forms for both programmes, as well as how to search for and apply to internship opportunities. The guides include screenshots to illustrate the process and specify which user roles can perform each step.
This document summarizes the goals and services of an organization called PIC (Promoting International Collaboration). PIC aims to strengthen governance and public administration in developing countries through advisory services, technical assistance, and human resources development. Key areas of focus include strengthening governance systems, administrative restructuring, human resources development, improving public sector performance, and enhancing legal/regulatory frameworks. PIC also assists countries with developing national development strategies and accomplishing long-term visions through collaboration.
Yes Meshwork Mini Case Study June 2010morelfourman
A mini case study of aligning the goals of youth leaders. How 55 youth leaders from 32 countries developed a template for aligning actions and monitoring results.
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
Crowdfunding Training Material for Small and Medium Sized Enterprises - (abri...ikosom GmbH
Within the framework of the Crowd-Fund-Port project, ikosom - one of the Project Partners - created a comprehensive training material for small and medium sized enterprises to improve their access to capital through online platforms.
In seven modules it explains “Crowdfunding” and how to prepare a successful Crowdfunding-campaign. It is meant to be used by our Project Partners, who are hosting local/regional trainings for SMEs to learn about Crowdfunding, successful campaigns, best practices in building a community and choosing the right Crowdfunding platform.
Here you find an abridged version of Module 07 - Crowdfunding exercises. Especially if you are working as a Crowdfunding Consultant in Central Europe, you can use this material in your own trainings.
To get full access to the seven modules, please visit https://www.CrowdFundPort.eu.
Crowd-Fund-Port is a project funded by the Innovation and Knowledge Priority of the Interreg Central Europe Programme. The aim of the project is to support SMEs in Central Europe in accessing capital and strengthen Crowdfunding Ecosystems in Austria, Croatia, Czech Republic, Germany, Hungary, Italy, Poland, Slovakia and Slovenia.
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.
This is the working draft of the concept note that describes the Systemic M&E initiative that MaFI is promoting with the support of fhi360 and The SEEP Network. Let MaFI's facilitator know if you have any comments or questions.
The document provides step-by-step guides for managing the Global Internship Programme and Global Community Development Programme on MyAIESEC.net. It outlines how to raise TN forms and EP forms for both programmes, as well as how to search for and apply to internship opportunities. The guides include screenshots to illustrate the process and specify which user roles can perform each step.
This document summarizes the goals and services of an organization called PIC (Promoting International Collaboration). PIC aims to strengthen governance and public administration in developing countries through advisory services, technical assistance, and human resources development. Key areas of focus include strengthening governance systems, administrative restructuring, human resources development, improving public sector performance, and enhancing legal/regulatory frameworks. PIC also assists countries with developing national development strategies and accomplishing long-term visions through collaboration.
Yes Meshwork Mini Case Study June 2010morelfourman
A mini case study of aligning the goals of youth leaders. How 55 youth leaders from 32 countries developed a template for aligning actions and monitoring results.
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
Crowdfunding Training Material for Small and Medium Sized Enterprises - (abri...ikosom GmbH
Within the framework of the Crowd-Fund-Port project, ikosom - one of the Project Partners - created a comprehensive training material for small and medium sized enterprises to improve their access to capital through online platforms.
In seven modules it explains “Crowdfunding” and how to prepare a successful Crowdfunding-campaign. It is meant to be used by our Project Partners, who are hosting local/regional trainings for SMEs to learn about Crowdfunding, successful campaigns, best practices in building a community and choosing the right Crowdfunding platform.
Here you find an abridged version of Module 07 - Crowdfunding exercises. Especially if you are working as a Crowdfunding Consultant in Central Europe, you can use this material in your own trainings.
To get full access to the seven modules, please visit https://www.CrowdFundPort.eu.
Crowd-Fund-Port is a project funded by the Innovation and Knowledge Priority of the Interreg Central Europe Programme. The aim of the project is to support SMEs in Central Europe in accessing capital and strengthen Crowdfunding Ecosystems in Austria, Croatia, Czech Republic, Germany, Hungary, Italy, Poland, Slovakia and Slovenia.
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.
The short version of the 2012 work plan for MaFI approved by the SEEP Network (MaFI is a working group of the SEEP Network). It’s objectives are (i) to inform MaFI members and other key stakeholders about the intentions of MaFI in 2012 and (ii) to promote collaboration and synergies with the initiatives of other members. Additional to the initiatives included here, MaFI will continue to promote its classic initiatives, such as the MaFI Ambassadors, MaFI-licious, the Top Influencer Award, Facebook and Tweeter for listeners, and synthesis documents! Thanks again to the SEEP Network for its continued support to MaFI.
Coordination and facilitation of innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
This presentation provides an overview of initial thoughts on how we can build a community of practice for market engagement at CARE. The conent includes a summary of what we are trying to accomplish, why we think now is the time to move this ahead, what we have to build on, some ideas for how to move forward and a case example from a successful practitioner community of practice in market facilitation.
Slides with the key 7 things you should know about MaFI... the best network for inclusive market development facilitators in the world! Why it is different; its learning agenda; how to participate, etc.
This document provides information about training courses and certifications offered through the Technology of Participation (ToP). It describes 10 foundational and advanced ToP courses that teach facilitation methods for group participation and decision making. These include courses on ToP facilitation methods, strategic planning, secrets of implementation, and more. The document also discusses how ToP methods were developed, lists organizations that have utilized ToP training, and provides testimonials about the benefits of ToP.
NURTURING A CLIMATE FOR GROUP INNOVATION: A reflection with the SAODN – 29 Ju...Elmi Bester
Elmi Bester share her story of creating an innovative, collaborative approach to convening the KM community, employing the four principles at the Summit.
Related article:Improvisational theatre as team development intervention for climate for work group innovation
Burgert Kirsten, Ronel du Preez
SA Journal of Industrial Psychology; Vol 36, No 1 (2010), 9 pages. doi: 10.4102/sajip.v36i1.862 http://www.sajip.co.za/index.php/sajip/article/view/862
http://www.saodn.net/portfolio/portfolio-test/
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.
A guide on how we have built communities of practice on the Communities of Practice for Public Service website.
With hints and tips to getting started and maintaining your community
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
1) The document outlines recommendations from five groups of visitors regarding change management efforts. It discusses identifying supportive and competing elements in the current culture, developing stakeholder engagement plans, and incentivizing behaviors.
2) It also addresses questions about translating visions across locations without feeling like a power shift, aligning metrics to financial and social goals, and engaging different levels of an organization in change.
3) Building relationships with influencers, understanding cultural responses to change, and equipping mid-level leaders as change agents are also discussed. The importance of transparency, benchmarking sensitively, and communicating in a relationship-focused way are emphasized.
This ppt contains the methodologies to enhance marketing promotions effectively with the overall enhancement of the user engagement of the TSF Platform bringing in more target audience and creating great social presence.
Presented by Iddo Dror and Zelalem Lema at the CGIAR Research Program on the Humidtropics Capacity Development Workshop, Nairobi, Kenya, 29 April–2 May 2014
The document outlines the programmatic approach of the ICCO Alliance, which aims to have 80% of its activities conducted through coordinated programs by 2010. It discusses bringing different actors together under a common goal and strategy to be more effective. Key aspects of the programmatic approach include cooperation, common and specific goals, inclusion of diverse partners, and influence rather than power. Challenges include getting donors and NGOs to share power and adapting to partner diversification. The roles of the ICCO Alliance in this transition involve strategic funding, brokering, capacity development, and supporting local ownership of processes of change in the global South.
This document provides guidance for organizing effective media training programs on corporate governance reporting. It includes:
1) An overview of the resources and templates included to help organizers plan workshops, such as sample agendas, budgets, and evaluations.
2) Guidelines for workshop organizers on inviting participants, selecting appropriate session topics, and evaluating effectiveness.
3) Details on how the Global Corporate Governance Forum can support workshops by providing international speakers, materials, and outreach assistance.
The goal is to help journalists improve their understanding and reporting of corporate governance issues through tailored training programs.
Creating Learning Environments with Communities of PracticeOlivier Serrat
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Composition and initiation of agricultural innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
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.
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.
More Related Content
Similar to MaFI workshop report SEEP Annual Conf, 1 Nov 2010
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.
The short version of the 2012 work plan for MaFI approved by the SEEP Network (MaFI is a working group of the SEEP Network). It’s objectives are (i) to inform MaFI members and other key stakeholders about the intentions of MaFI in 2012 and (ii) to promote collaboration and synergies with the initiatives of other members. Additional to the initiatives included here, MaFI will continue to promote its classic initiatives, such as the MaFI Ambassadors, MaFI-licious, the Top Influencer Award, Facebook and Tweeter for listeners, and synthesis documents! Thanks again to the SEEP Network for its continued support to MaFI.
Coordination and facilitation of innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
This presentation provides an overview of initial thoughts on how we can build a community of practice for market engagement at CARE. The conent includes a summary of what we are trying to accomplish, why we think now is the time to move this ahead, what we have to build on, some ideas for how to move forward and a case example from a successful practitioner community of practice in market facilitation.
Slides with the key 7 things you should know about MaFI... the best network for inclusive market development facilitators in the world! Why it is different; its learning agenda; how to participate, etc.
This document provides information about training courses and certifications offered through the Technology of Participation (ToP). It describes 10 foundational and advanced ToP courses that teach facilitation methods for group participation and decision making. These include courses on ToP facilitation methods, strategic planning, secrets of implementation, and more. The document also discusses how ToP methods were developed, lists organizations that have utilized ToP training, and provides testimonials about the benefits of ToP.
NURTURING A CLIMATE FOR GROUP INNOVATION: A reflection with the SAODN – 29 Ju...Elmi Bester
Elmi Bester share her story of creating an innovative, collaborative approach to convening the KM community, employing the four principles at the Summit.
Related article:Improvisational theatre as team development intervention for climate for work group innovation
Burgert Kirsten, Ronel du Preez
SA Journal of Industrial Psychology; Vol 36, No 1 (2010), 9 pages. doi: 10.4102/sajip.v36i1.862 http://www.sajip.co.za/index.php/sajip/article/view/862
http://www.saodn.net/portfolio/portfolio-test/
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.
A guide on how we have built communities of practice on the Communities of Practice for Public Service website.
With hints and tips to getting started and maintaining your community
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
1) The document outlines recommendations from five groups of visitors regarding change management efforts. It discusses identifying supportive and competing elements in the current culture, developing stakeholder engagement plans, and incentivizing behaviors.
2) It also addresses questions about translating visions across locations without feeling like a power shift, aligning metrics to financial and social goals, and engaging different levels of an organization in change.
3) Building relationships with influencers, understanding cultural responses to change, and equipping mid-level leaders as change agents are also discussed. The importance of transparency, benchmarking sensitively, and communicating in a relationship-focused way are emphasized.
This ppt contains the methodologies to enhance marketing promotions effectively with the overall enhancement of the user engagement of the TSF Platform bringing in more target audience and creating great social presence.
Presented by Iddo Dror and Zelalem Lema at the CGIAR Research Program on the Humidtropics Capacity Development Workshop, Nairobi, Kenya, 29 April–2 May 2014
The document outlines the programmatic approach of the ICCO Alliance, which aims to have 80% of its activities conducted through coordinated programs by 2010. It discusses bringing different actors together under a common goal and strategy to be more effective. Key aspects of the programmatic approach include cooperation, common and specific goals, inclusion of diverse partners, and influence rather than power. Challenges include getting donors and NGOs to share power and adapting to partner diversification. The roles of the ICCO Alliance in this transition involve strategic funding, brokering, capacity development, and supporting local ownership of processes of change in the global South.
This document provides guidance for organizing effective media training programs on corporate governance reporting. It includes:
1) An overview of the resources and templates included to help organizers plan workshops, such as sample agendas, budgets, and evaluations.
2) Guidelines for workshop organizers on inviting participants, selecting appropriate session topics, and evaluating effectiveness.
3) Details on how the Global Corporate Governance Forum can support workshops by providing international speakers, materials, and outreach assistance.
The goal is to help journalists improve their understanding and reporting of corporate governance issues through tailored training programs.
Creating Learning Environments with Communities of PracticeOlivier Serrat
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
Composition and initiation of agricultural innovation platformsILRI
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Similar to MaFI workshop report SEEP Annual Conf, 1 Nov 2010 (20)
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.
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.
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.
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.
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
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 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
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
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.
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)
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.
“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)
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.
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.
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,
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 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.
If markets are open, complex and adaptive systems why do we still try to measure our impacts on them and their evolution as if they were machines that we can control and predict? A new M&E paradigm is necessary for field practitioners to perform better as facilitators of change, and for policy makers and donors to invest their resources where they will make the biggest impact at the lowest costs.
This plenary will explore cutting edge thinking and enquiry around ways to improve the current evaluation paradigm and improved practice in measuring impacts in market systems. The plenary will explore ideas that support the construction and application of systemic approaches to M&E, the principles that should underpin this and how to make it practical for practitioners and policy makers. Check out this amazing line-up!
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.
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Assignment 1 (Introductions to Microsoft Power point 2019) kiran.pptx
MaFI workshop report SEEP Annual Conf, 1 Nov 2010
1. MaFI Workshop during the SEEP Annual Conference, 1 Nov 2010
Report with a focus on the points that were discussed by the
breakaway groups during the final plenary
The SEEP Annual Conference is over but its implications are just starting to take shape. And
they will be many and good for all facilitators of inclusive market development. On the week of
Nov 1, approx. 400 experts, practitioners, academics, and policy-makers from all over the world
gathered in Arlington, Virginia (USA) to celebrate SEEP’s 25th anniversary, share knowledge,
network and imagine innovative and bold ways to reduce poverty at a global scale.
On Monday, 1 Nov, MaFI had its own session. A whole day filled with great people, energy and
ideas. This report is intended to be a record of of the main lessons, issues, and challenges that
emerged from that day and as a reference point for the new strategies and work plan of MaFI
for 2011.
1. The morning session:
In the morning, the discussion touched on different aspects of MaFI: what it is; how it has
evolved; its learning agenda and its vision, amongst other topics. At the very beginning we had
a check in session where we all shared how we were feeling. The feelings ranged from
suspicion to excitement; including optimism, pride, uncertainty, happiness, and even tiredness
(lack of coffee and jet-lags)!
Time ran out fast and the discussions evolved in exciting and sometimes unexpected directions.
The original agenda had to be modified because we had to finish the session one hour before to
make space for an additional session in the SEEP program. We needed to speed up. However,
despite the time pressure, and thanks to a great spirit of cooperation amongst all the
participants, the conversations demonstrated the interest, experience, passion and commitment
of almost 30 leaders who are working to improve the lives of millions worldwide and who want
MaFI to succeed.
What makes MaFI unique? This is what the participants came up with:
MaFI is a learning network that:
● is trying to go beyond the learning and also into the peer-support and joint action
● is working to build reciprocity and trust between its members
● is working to build a sense of community and friendship
● is promoting iterative learning as opposed to one-off learning events
● is working to connect practitioners and donors
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2. ● is open to both flexible and planned learning agendas and discussions
● separates committed members from listeners. (LinkedIn was praised during the meeting
as a "good choice")
● is working to strike a balance between virtual and face to face interactions (first local
learning group in Bangladesh is showing signs of sustainability).
● is spontaneously becoming a think tank
Challenges/risks:
● trying to cover too many things for too many different audiences. We need to stay
focused. (I believe that what gives identity to MaFI is its focus on the practicalities of
facilitation of market development, and on practitioners)
● avoid reinventing the wheel
● be aware of where the pro-poor market development sector is going and stay relevant
(one step ahead of the game)
● How to get the big picture without loosing the small
Main lessons and insights from the morning:
● The definition of “facilitation” should not be taken for granted. MaFI needs to find ways to
make this concept more explicit and clear to all (members and non-members alike).
● The focus on the MaFI-festo and the International Capacity Building System were still
relevant.
● A focused discussion about MaFI as a group was also necessary (which I had not
considered in the original agenda)
● There is much more energy and interest in MaFI than expected
● What is our theory of change? There was an interesting agreement about the possibility
of putting the focus on the capacity of the market system to adapt. What needs to
happen for this change to take place?
● What are our theories of change? Are they so similar that we can come up with one or a
few as a group? There seemed to be a broad agreement amongst the participants about
the importance of focusing on contributing to the adaptive capacities of market systems.
● What needs to happen for that change to happen?
2. The afternoon session: Subgroups and Plenary
During the afternoon, the group split into three subgroups to talk about challenges,
opportunities, and strategies on three areas: (1) MaFI as a group; (2) the idea of increased
international coordination and synergies to build capacity of facilitators worldwide; and (3) the
idea of promoting/advocating for facilitation-friendly principles in international development (The
MaFI-festo). Here are the notes from the first subgroup:
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3. 2.1. MaFI as a group/network. Reporter: Christian Pennotti, CARE
Challenges:
● What levels of staff are we targeting or should we target for the learning?
● Field practitioners are influenced by their managers and leaders.
● Should MaFI consider targeting and influencing also senior levels and if so, how?
● What kind of help should MaFI seek from other members?
● Don’t let the lowest common denominator win out: we should not become too generic or
want to be everything to everyone.
● We need to find ways of producing targeted products and discussions to target different
audiences.
● Organizations of different sizes have different stakes in MaFI and can get different things
from it. The assumption is that the larger ones should contribute more.
● (Comment from the facilitator: So far, there is no correlation between the size of
organizations and the level of engagement in MaFI).
● Let’s figure out what MaFI is doing and what it is not
● Let’s try to come up with a value chain map of knowledge around market facilitation.
● Let’s look at all the actors [of this map], what value they add; what their qualities are; and
how they can articulate to MaFI and other actors
Issues/opportunities:
● How do we effectively communicate with those we aim to work with and/or support?
● We need to communicate clearer
● Let’s create “lenses” to share with people beyond the agriculture sector how market
facilitation applies to other fields (e.g. case studies).
● MaFI could work to position facilitation as a revolutionary approach to development.
● Facilitation is a revolution. It is not about introducing minor adjustments in practice
practices. It means a totally different way of making development happen.
Strategies:
● Case studies to back up what we try to advance
● Principles that we all share
● Investments in local champions and local networks. How to facilitate the creation of an
enabling environment for more facilitation to happen at a national level
● Scale up of MaFI: we need to open source some of the things we are trying to do with
Local Learning Groups; package the model and share it with other local networks that
can learn from this to also become good environments for learning.
● Leveraging SEEP’s resources and networks.
● Technology and its role in MaFI’s development. How to use it beyond what we currently
use?
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4. 2.2. The International Capacity Building System. Reporter: Hannah Schiff, ACDI/VOCA
Challenges:
● It is beyond just building technical capacity and more about changing the mindsets and
institutional cultures that have an impact on practitioners’ actions and thinking
● How to move towards a higher level of standardization? How to come up with principles
that work in different contexts?. (This needs clarification)
● Question the idea of building capacity through an online course. These things are better
learned thorough experience and practice; in-person training is also appropriate.
● This system needs to be both decentralized and coordinated.
Strategies:
● MaFI could play a role as a hub to connect the different institutions and organizations
that are doing capacity building of practitioners
● The system cannot focus only on the entry level course. [Comment from the facilitator:
the description of the system explicitly agrees with this. We need to revise how the
system's features are being communicated to make sure this is clear to key
stakeholders].
● At the same time there should be a variety of courses and methods to cater for different
audiences and ways of learning (for some people, online learning works well). Mentoring
and conferences are also important. Example of CARE’s new e-learning course was
mentioned.
● Who are the different audiences?
● What is “basic level”?
● Guest lectures in the online course
● Case studies
● There should be a dedicated discussion space and group to further the discussion on
this idea
● Experiential learning: can we come up with simulation games? Very expensive but it is
possible to join resources and try to find who can design these games for us…
● Video: when did you have your “aha” moment? When did you really got the difference
between direct service delivery and facilitation?
● Growing learning hubs around the world. CARE, AED, ACDI/VOCA. Thought leaders
and learning hubs. Who are they (current and in the pipeline)?
● How can MaFI become both a recipient and provider of case studies, training materials,
etc?
● How do we have more of these networks [which can help scale up and promote
contextualized learning]?. How can we franchise the model of successful networks to
help others?
● SEEP could support network development.
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5. 2.3. The MaFI-festo. Reporter: David Sturza, EcoVentures International
Challenges:
● How to avoid creating something entirely new. Instead we could re-visit some existing
guidelines and take the process from there (e,g, donor guidelines 2001 on BDS).
● Standards: how do we standardize something but at the same time make sure that they
[the MaFI-festo rules/principles] are clear, adaptable and flexible to local contexts.
● The language dilemma: how descriptive do we need to be but maintaining some level of
generalization. Do we want commonality in language? Are organizations using language
as a competitive advantage when they go after projects? How much as a working group
can we agree on language in a way that is beneficial for our practice?
● It could be important for us to understand how mindsets and practice have changed in
the last 10 years? How can we capture different experiences about this evolution?
● Assuming that the MaFI-Festo is possible (i.e. that some sort of standard
principles/guidelines can be produced and agreed upon by a large enough group of
practitioners, donors and even social investors), then we need to find out how to do
dissemination and advocacy. How do we get the MaFI-festo out and put it to use. How
do we leverage practitioners’ power? As practitioners we have learned quite a bit and we
have empowered ourselves over the last 10 years as to what makes good practice.
● How do we influence increasingly diverse funders (e.g. social investors, venture
philanthropists)? Can the MaFI-festo become a guide for intelligent, high-impact social
investment?
Opportunities:
How to engage with donors:
● Ten years on Conference (for 2011) - looking at the donor guidelines. Opportunity to
target to advocate for the MaFI-festo
● What’s going to happen post MDGs? Conference led by DFID, SDC M4P Conference in
the following year(s).
● Targeting new funders
Localizing MaFI:
● A localized network can respond better to challenges and opportunities to influence
funders/investors at national/local level than a centralized one.
● How to take advantage of existing learning systems such as The Groove or the idea of
an International Capacity Building System
● How to learn from or link with the data coming out of the DCED results assessment?
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6. Language and communication:
● Improved visualization and storytelling as part of how we use language.
● Does (should) MaFI set its own tone in terms of principles, standards, guidelines and
then take these to the donor community or should MaFI anticipate donor needs and
respond to those?
● Do a survey to MaFI members. There is a huge contact list that we can use to be
demand-driven to get input on the guidelines from a large number of people. It can also
sensitize people and get the voice out there.
● Look at the components discussed throughout the day (i.e. MaFI as a group, the
capacity building system, and the MaFI-festo) as a system that can reinforce one
another. For example, how some of the things proposed in the MaFI-festo can contribute
to a better system of capacity building; how MaFI as a group can become an important
space for practitioners and donors to build trust and collaboration; how the Capacity
Building System can help to reinforce the new principles and rules for smart investment
in inclusive market development; etc…
Comment from Alison Griffith (Practical Action), posted via LinkedIn after the workshop:
“It was great to see many MAFIers face to face. There were more than 20 people, which is a
good number for a working group meeting, in previous years we have been lucky to get 10!
What was striking was the number of people who said they didn't really like virtual
communication and face to face was far better for them. This encouraged us all to think about
how we might invest more in local MAFI groups. The MDF in Bangladesh is a great example of
this and Marcus Jenal came armed with a new promo leaflet about it and their work. SEEP's
ambition is to be a "network of networks" and this has been successful with micro-finance
networks, but we need to do much more to promote market development networks - local
MAFI's.
In the afternoon when we were discussing how MAFI might influence donors we agreed that
having stronger local/regional groups will be more effective in reaching out to regional or
national donor groups - we all know that many donors are devolving decisions so this is where
the action is.
SEEP continues to be impressed by MAFI as a working group. It was ironic that those who
attended the MAFI session were then somewhat disappointed with the value chain/mkt dev
content of the conference over the next two days. As a board member I had plenty of people
saying to me that MF was dominating and we needed to have more, cutting edge mkt dev work
show-cased from our field. Let's work together to ensure that next year we change that!”
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