Presentación realizada por Mar Maestre, del Institute of Development Studies de la Universidad de Sussex en el Máster en Estrategias y Tecnologías para el Desarrollo en mayo de 2017
This is 2 of 4 presentations a part of the Zambia M4P workshop. This presentation covers the market systems development strategic framework, planning for sustainability, and facilitation strategy.
The role of gender in crop value chains in EthiopiaILRI
Presented by Lemlem Aregu, Ranjitha Puskur and Clare Bishop Sambrook at the Gender and Market Oriented Agriculture (AgriGender 2011) Workshop, Addis Ababa, Ethiopia, 31st January–2nd February 2011
The economic performance of a country is mainly depending on the labour of youth population. Energetic, courageous and qualified youth can make changes to the social economic development if they are well utilized and managed. Investing in youth (ages 14 to 29) now will lay the groundwork for Ethiopia’s future. Strategies to continue progress toward harnessing the potential of its youth will help Ethiopia attain a demographic dividend and foster sustainable development. However, migration, unemployment, drug addiction, unfavorable policy environment and high population growth are the major problems of youth in the country. The overall objective of this paper is to review the current key challenges of youth in Ethiopia. Particularly the paper tries to: Review youth migration, youth unemployment and health and addiction related to youth and finally it suggested the possible solution for the challenges. The data collected, interpreted and evaluated all came from secondary data sources from country Central statistical agency, empirical study, country profile, different authors and researchers have written on the issue of youth; and other reports on youth related reports in Ethiopia. Finally, suggestions are made to overcome the challenges.
An introduction to the sustainable livelihoods frameworkafrica-rising
Presented by Peter Thorne at the Training of Trainers workshop on the use of Livelihoods Characterization/Benchmarking Tool (SLATE), Jeldu, Ethiopia, 1-5 April 2013
This is 2 of 4 presentations a part of the Zambia M4P workshop. This presentation covers the market systems development strategic framework, planning for sustainability, and facilitation strategy.
The role of gender in crop value chains in EthiopiaILRI
Presented by Lemlem Aregu, Ranjitha Puskur and Clare Bishop Sambrook at the Gender and Market Oriented Agriculture (AgriGender 2011) Workshop, Addis Ababa, Ethiopia, 31st January–2nd February 2011
The economic performance of a country is mainly depending on the labour of youth population. Energetic, courageous and qualified youth can make changes to the social economic development if they are well utilized and managed. Investing in youth (ages 14 to 29) now will lay the groundwork for Ethiopia’s future. Strategies to continue progress toward harnessing the potential of its youth will help Ethiopia attain a demographic dividend and foster sustainable development. However, migration, unemployment, drug addiction, unfavorable policy environment and high population growth are the major problems of youth in the country. The overall objective of this paper is to review the current key challenges of youth in Ethiopia. Particularly the paper tries to: Review youth migration, youth unemployment and health and addiction related to youth and finally it suggested the possible solution for the challenges. The data collected, interpreted and evaluated all came from secondary data sources from country Central statistical agency, empirical study, country profile, different authors and researchers have written on the issue of youth; and other reports on youth related reports in Ethiopia. Finally, suggestions are made to overcome the challenges.
An introduction to the sustainable livelihoods frameworkafrica-rising
Presented by Peter Thorne at the Training of Trainers workshop on the use of Livelihoods Characterization/Benchmarking Tool (SLATE), Jeldu, Ethiopia, 1-5 April 2013
This guide describes key M4P frameworks and principles, how to put them in place, common challenges, and ways to overcome these challenges. For anyone designing a market systems development training, this is a useful resource to draw upon.
We’re getting serious about poverty
What we have done in the past has not been too successful: a search for something more effective
Initially: “direct impact on the poor”
Later: a more analytical understanding
Achievements and challenges in Ethiopian agricultureILRI
Presented by Dr. Abera Deresa (State Minister, Ministry of Agriculture and Rural Development) at the 'Dialogue on Ethiopia’s Agricultural Development', 12 November 2015, Addis Ababa, Ethiopia.
Introductory message by Ken Lohento, (CTA, ARDYIS Project) at the Centre for Development Innnovation (CDI)'s Market Access Short Courses - Wageningen University, Netherlands, January 2016
What role can agri-entrepreneurship and farming innovations play to engage young people in the agricultural sector?
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Presentation to answer the question: What are the meanings of social development and community development? Compare and contrast these two concepts of development and illustrate how social development is similar or different from community development.
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A food secure population can meet its consumption needs during the given consumption period by using strategies that do not compromise future food security
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This guide describes key M4P frameworks and principles, how to put them in place, common challenges, and ways to overcome these challenges. For anyone designing a market systems development training, this is a useful resource to draw upon.
We’re getting serious about poverty
What we have done in the past has not been too successful: a search for something more effective
Initially: “direct impact on the poor”
Later: a more analytical understanding
Achievements and challenges in Ethiopian agricultureILRI
Presented by Dr. Abera Deresa (State Minister, Ministry of Agriculture and Rural Development) at the 'Dialogue on Ethiopia’s Agricultural Development', 12 November 2015, Addis Ababa, Ethiopia.
Introductory message by Ken Lohento, (CTA, ARDYIS Project) at the Centre for Development Innnovation (CDI)'s Market Access Short Courses - Wageningen University, Netherlands, January 2016
What role can agri-entrepreneurship and farming innovations play to engage young people in the agricultural sector?
Social development and Community DevelopmentJerry Jose
Presentation to answer the question: What are the meanings of social development and community development? Compare and contrast these two concepts of development and illustrate how social development is similar or different from community development.
KENYA’S FOOD SECURITY, CAUSES AND STAKEHOLDERS IN FOOD SECURITY Jack Onyisi Abebe
A food secure population can meet its consumption needs during the given consumption period by using strategies that do not compromise future food security
Scaling Social Entrepreneurship MIT Sloan Lectures 2014Robert H. Hacker
This PPT is the class notes from a four day class at MIT Sloan School of Management that I taught on how to scale a social entrepreneurship venture (SEV). The class defines social entrepreneurship and then explores two models for how to scale an SEV. The two cases and the final evaluation of One Laptop per Child, where I served as CFO for 3.5 years are not included here.
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.
This seminar introduces the concepts, application, practice and strategies involved in determining the urgent need for business to operate through sustainable practices. In addition, it addresses ethical issues in a way that upholds and enhances the triple bottom line of a company: People, Planet, and Profit.
Addition, this seminar introduces the students to concepts in business ethics and how it influences the topic of sustainability. The seminar teaches practical solutions on how to embed sustainability within the business operations. Students will come away from the course understanding what embedded sustainability is and how to drive proactive solutions that bring social innovation to the forefront of the business as a key strategy for future business success.
The impact of information and other technology upon organisations and how they interface with their stakeholders and customers - and how they create meaning for their product and service brands, are vital today. We are facing an era of meta-technology, where our insights into, our understanding of and our use of technology, will impact the depth of meaning we create in our brands by the "amount" of information that is added through the application of technology and the value of meaningful content. Social media alone holds many challenges for organisations. This article explores some of these issues and raises key questions about the role of technology for brands, companies and stakeholders.
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2. • Unpack assumptions behind Private Sector Development
• Understand concepts & principles of ‘market systems
approaches’
• Be critical with the approach and assess real examples from
current practice.
Agenda:
• Business and Development
• Value chains
• Concepts of ‘market system’
• Case studies
Session objectives
4. Business as a Development Actor
Organisations that sell goods and services as the prime means of generating revenue.
What is “business”?
Domestic Firms
Transnational
Companies
Informal Sector
Formal Sector
Social Enterprises
For Profit
5. “What does it mean to say that "business" has
responsibilities? Only people can have
responsibilities. The social responsibility of
business is to increase its profits”
- Milton Friedman
“Making rich people richer doesn't make the
rest of us richer”
- Ha-Joon Chang
What role for business? And other actors?
6. How can business make a difference?
Three approaches to understand the role of Private Sector in Development
• Untapped business
opportunities
• Address market and/or
government failures.
• Address negative
externalities
• Regulate markets
• Stimulate socially beneficial private activities that are currently under‐supplied
• Make investment in such activities more attractive to business.
7. Key questions
• How can businesses help to improve development outcomes?
• How can governments ensure that markets work effectively to
more effectively to poor people?
• How can governments and businesses work together to
improve opportunities for the poor?
versus
9. What are value chains?
“The sequence of activities required to make a product or a
service”
• Tool to explore the links created between companies
through the production process
• Lenses:
• Governance - distribution of power and/or control along
the chain
• Upgrading (economic / social) opportunities for
improvement due to participating on the chain
• Value Distribution: who gets what? do value chains lead
to poverty reduction?
11. Moving beyond value chains
Critique to value chain or other tradition PSD approaches
• Tend to be firm-centred approaches - often insufficient
• Power dynamics within value chains can perpetuate poverty,
creating extra work without contributing to empowerment
• Often use linear models –
• Eg. Women entrepreneurs receive training that allows
them to engage in inclusive value chains
[Contestable assumptions - that women will have enough
free time to attend training, given care responsibilities
outside the paid economy]
13. ‘A system is a collection of parts that, through their
interactions, function as a whole.’
The whole is more than the sum of the parts
In markets, we think of a set of actors, activities and
settings that (are perceived to) have an influence in or be
affected by a given problem situation
Business don’t function alone, they
operate within a system
13
What is a system?
15. Market Systems framework
Source: The Springfield Centre (2015)
Market Players
Government
Informal Networks
Private Sector
Civil Society Organisations
Not-for-profit sector
Communities
Delivering and resourcing different functions
16. Principles of market systems
approaches
GOAL: TRANSFORM THE SYSTEM TO REDUCE POVERTY
• address root causes not just the superficial problems (symptoms) -
always think about how the system will work after
• Recognise markets as complex adaptive systems with multiple
actors – dynamic and unpredictable. Experiment, learn, adapt.
• Leverage the incentives and capabilities of system actors by playing
the role of facilitator / catalyst - understand the interests and
capabilities of system ‘actors’ then look for opportunities to align
these with poverty reduction objectives
17. Approach
1. Analysis - market actors (government, company, community
leaders), functions, norms and rules, gender analysis
2. Identification of root causes
3. Seek entry points – assess incentives and capabilities – who to
partner with? (look for where the energy and ideas for
innovation is coming from / ‘quick wins’)
4. Design and facilitate interventions – often experimental and
several in parallel – act as broker to change relations
5. Embrace complexity – change is not straightforward or
predictable – you need time, curiosity and experimentation.
1. Gather data, assess, learn, adapt to reality, be flexible
6. Create spaces for dialogue and relationship building
19. Example
Private Enterprise Programme Ethiopia (PEPE)
• PEPE works with the garments sector in Ethiopia.
• Root causes:
• Lack of skilled workers
• High turnover of employees
• Lack of relevant training programmes as sectoral constraints
• Entry point – firms that provide training – in a sector that has the
potential to impact women – garments factories.
• Actors capabilities and incentives
• Training providers to design courses tailored to women
• Coordinate with factories to ensure employment
• Support factories establish a human resources function to better
retain skilled women employees.
• Outcome: improved coordination between training providers and
garments factories providing relevant training to women, new
customers for trainers and a stable workforce for factories.
22. Case Studies
• GOAL Water supply in Uganda
• ELAN Water Transport in DRC
• Alliances Livestock in Georgia
• Katalyst
• Mini seed packets in Bangladesh
• Contract farming
• Potato farming
23. A brief intro to ‘complexity’
Simple Complicated Complex
Baking a cake Sending a
rocket to the
moon
Raising a child
One recipe to
follow for all
cakes
Different parts
that require
expert-
knowledge
approaches
Past
experience
and expert
advice helps-
no guarantees
The process
and results are
generalizable
and can be
solved with a
standard
procedure.
Success with
one rocket
provides
reasonable
assurance of
success with
future rockets
Success in
raising one
child is no
guarantee of
success in
raising another
24. System boundaries and assumptions
• We often draw
boundaries around the
factors we are
considering, though
these boundaries
sometimes need to
shift...
• Being explicit about
your impact pathway
and assumptions which
underpin them.
24
25. Thinking systemically
Systems thinking entails considering:
• The whole
• The parts
• Relationships – patterns, feedback loops, etc.
• What else you might be missing
• Your own position and perspective
Example questions...
- How can a particular goal be best achieved under specific circumstances?
- Who are the stakeholders related to this issue? What are their needs? What
are their worldviews?
- What is my own perspective? How does this enable me? How does it
constrain me? How does it affect my assumptions?
- What are we not seeing that we need to see?
- How would others see the market system differently?
- Who has the power to enable our goals to be reached? 25
26. Case Studies
• Read the case and Conduct analysis
• Identify key assumptions which guide the programme
• Assess the potential impacts (+/-) for the poorest and
most marginalized
• Assess the potential for market systems change
• Identify potential unintended effects (+/-)
27. • Markets are ‘complex’
• Markets are dynamic – they are always changing
• They consist of a large number of actors,
institutions and issues
• We cannot know everything at any given moment
• Poverty is ‘complex’
• Poverty does not just relate to incomes or to
production, but the intersection of social,
economic, environmental and cultural factors
• Issues related to poverty are often changing
• We cannot know everything at any given moment
28. Recap: Potentials and Limitations of
Market Systems Approaches
Potentials
• Everyone is affected by markets – markets are
everywhere
• Market-based approaches can have lasting effects at
large scale
• Markets can provide goods and services more
efficiently than governments or NGOs
29. Recap: Potentials and Limitations of
Market Systems Approaches
Limitations
• Might not always reach the poorest / most marginalized
• Might not always be appropriate for the poorest / most
marginalized
• Interventions might not always address the root causes of
poverty
• Can be subject to the framings (and interests) of donors,
NGOs and businesses
• It is not always possible to achieve alignment between
business interests and social or ecological interests
30. In sum…
• Making (which) markets ‘work’ for (what)?
• Assuming private sector / business activity will be the
solution
vs
• Knowing that markets have influence and engaging with
markets to bring about a change
31. Approaches for understanding and
engaging in complex (market) systems
• Incorporate a plurality of perspectives
• People living in poverty
• Beneficiaries
• Non-beneficiaries
• Stakeholders
• Informants who do not have a stake in the issue
• Look for emergent signs of change
• Does not need to be concrete change yet
• Be open to the unanticipated
• We cannot anticipate everything in advance – systems are
complex
32. • www.beamexchange.org
• http://policy-practice.oxfam.org.uk/publications/systems-thinking-an-
introduction-for-oxfam-programme-staff-579896?intcmp=RM_P&P
• http://www.springfieldcentre.com/wp-content/uploads/2017/05/2017-05-SDC-
Operational-Guide-for-the-M4P-Approach-Second-Edition-2015-es.pdf
• Burns, D. (2007). Systemic Action Research: A strategy for whole system change.
Policy Press.
• Byiers, B., and Rosengren, A. (2012). Common or conflicting interests: Reflections
on the Private Sector (for) Development Agenda, Discussion Paper 131
http://ecdpm.org/wp-content/uploads/2013/11/DP-131-Conflicting-Interests-
Private-Sector-Development-Agenda-2012.pdf
• Humphrey, J., Spratt, S., Thorpe, J. and Henson, S. (2014) Understanding and
Enhancing the Role of Business in International Development: A Conceptual
Framework and Agenda for Research, IDS Working Paper 440
http://www.ids.ac.uk/publication/understanding-and-enhancing-the-role-of-
business-in-international-development-a-conceptual-framework-and-agenda-
for-research
• Kaplinsky, Raphael and Morris, Mike (2000), A HANDBOOK FOR VALUE CHAIN
RESEARCH. https://www.ids.ac.uk/ids/global/pdfs/VchNov01.pdf
Resources