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.
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.
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.
Under a programmatic approach, organizations work together towards a common goal, vision, and strategy to create greater social impact than any could alone. It is a multi-stakeholder approach based on complexity thinking, with the assumptions that development issues are complex systems requiring joint learning and cooperation across actors. The collective efforts of a coalition of organizations taking ownership of this cooperation will lead to added value through systems change and greater effectiveness of results.
WEB 2.0 FOR FORESIGHT: EXPERIENCES ON AN INNOVATION PLATFORM IN EUROPEAN AGEN...Totti Könnölä
The document summarizes a web 2.0 foresight exercise conducted by the European Commission to gather ideas for future Knowledge and Innovation Communities. It describes the 6 steps taken: 1) defining objectives, 2) analysing conditions, 3) scoping the exercise, 4) choosing methods/tools, 5) running the platform, and 6) following up. The exercise involved an online platform where over 100 ideas were posted and commented on over 7 weeks to inform the European Institute of Innovation and Technology's strategic priorities. Key lessons included the need for clear objectives, piloting tools, and planning for data analysis and platform follow-up.
To better prepare policy and decision makers in today’s complex and inter-dependent environments, FTA methods can play a significant role in enabling early warning signal detection and pro-active policy action. This paper analyses the use of different horizon scanning approaches and methods as applied in the SESTI project. A comparative analysis is provided as well as a brief evaluation of meeting the needs of policy-makers in identify areas of intervention by policy formulation. The paper suggests that the selection of the best scanning approaches and methods is subject to contextual and content issues. At the same time, there are certain issues characterising horizon scanning processes, methods and results that should be kept in mind by both practitioners and policy-makers.
E-Mediat Project Overview - Beirut TOT February 2011hramsey
This document provides an overview of the E-Mediat program, which aims to build the capacity of NGOs and CSOs in the Middle East and North Africa region to use digital technologies. The program will deliver new media training and coaching to 150-250 organizations across 5 countries. It will establish in-country leadership teams to recruit local organizations to participate in workshops on strategic planning, software training, and developing an online community. The goal is to help organizations strengthen their capacity, increase outreach, and engage in advocacy through new media tools and networking opportunities provided by the program.
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.
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.
Under a programmatic approach, organizations work together towards a common goal, vision, and strategy to create greater social impact than any could alone. It is a multi-stakeholder approach based on complexity thinking, with the assumptions that development issues are complex systems requiring joint learning and cooperation across actors. The collective efforts of a coalition of organizations taking ownership of this cooperation will lead to added value through systems change and greater effectiveness of results.
WEB 2.0 FOR FORESIGHT: EXPERIENCES ON AN INNOVATION PLATFORM IN EUROPEAN AGEN...Totti Könnölä
The document summarizes a web 2.0 foresight exercise conducted by the European Commission to gather ideas for future Knowledge and Innovation Communities. It describes the 6 steps taken: 1) defining objectives, 2) analysing conditions, 3) scoping the exercise, 4) choosing methods/tools, 5) running the platform, and 6) following up. The exercise involved an online platform where over 100 ideas were posted and commented on over 7 weeks to inform the European Institute of Innovation and Technology's strategic priorities. Key lessons included the need for clear objectives, piloting tools, and planning for data analysis and platform follow-up.
To better prepare policy and decision makers in today’s complex and inter-dependent environments, FTA methods can play a significant role in enabling early warning signal detection and pro-active policy action. This paper analyses the use of different horizon scanning approaches and methods as applied in the SESTI project. A comparative analysis is provided as well as a brief evaluation of meeting the needs of policy-makers in identify areas of intervention by policy formulation. The paper suggests that the selection of the best scanning approaches and methods is subject to contextual and content issues. At the same time, there are certain issues characterising horizon scanning processes, methods and results that should be kept in mind by both practitioners and policy-makers.
E-Mediat Project Overview - Beirut TOT February 2011hramsey
This document provides an overview of the E-Mediat program, which aims to build the capacity of NGOs and CSOs in the Middle East and North Africa region to use digital technologies. The program will deliver new media training and coaching to 150-250 organizations across 5 countries. It will establish in-country leadership teams to recruit local organizations to participate in workshops on strategic planning, software training, and developing an online community. The goal is to help organizations strengthen their capacity, increase outreach, and engage in advocacy through new media tools and networking opportunities provided by the program.
Tools for reflexivity and 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
Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts.
www.FITT-for-Innovation.eu
Facing the future: Sense-making in Horizon ScanningTotti Könnölä
The document summarizes a conference on horizon scanning and sense-making. It discusses how horizon scanning involves collecting observations of potential future developments and deriving policy implications. Sense-making is inseparable from scanning and involves perceiving, interpreting and constructing meaning from emerging trends. The case study described a horizon scanning exercise where 381 issues were identified, assessed, and synthesized into cross-cutting challenges to inform EU policymaking recommendations on sustainability, social changes, and governance.
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
Develop a culture of sustainability
and the key concepts for developing a
telecenter taking into account the future
of the project and the funding necessary
for its operations (Bulgary)
29.0 leg and other bodies support for na psNAP Events
The document outlines support provided by various UNFCCC bodies to help countries develop National Adaptation Plans (NAPs). It discusses how the Least Developed Countries Expert Group (LEG) provides technical guidelines, tools, and workshops. It also captures lessons learned and needs. The Adaptation Committee supports NAPs through a task force and reviews guidelines. The Nairobi Work Programme also engages organizations to support the NAP process. Overall, the document summarizes how UNFCCC bodies collaborate to help developing countries formulate and implement NAPs.
This document summarizes progress and plans for Output 2 of the MK4D project, which aims to create a more effective global infrastructure for sharing research knowledge among development intermediaries. In Year 1, foundations were laid by growing the Intermediary Knowledge Mediary Network and launching the Open API project. Challenges included the complexity of building new collaborative systems in parallel and short timelines. Looking forward, priorities include developing the intermediary mapping database, supporting collaborative projects through the Network, and promoting open access protocols. Input from advisory members on focus areas and priorities would be valuable.
En model on network building to support international actiivities in vetLeire Hetel
1) Participating in a national network that is part of an international network of networks provides several strategic benefits for promoting international activities in vocational education and training (VET) schools.
2) At the organizational level, an international network allows for benchmarking, sharing of good practices, increased mobility opportunities, and finding reliable international partners.
3) Key benefits include strengthening cooperation, gaining insights into different cultures and education systems, contributing to innovation, and providing access to a wide network for projects and funding opportunities.
Initiating and Sustaining Early Stage Programs in Technology Innovation and C...the nciia
Four Michigan public universities, collaborating with private sector for-profit companies and state government agencies supporting technology commercialization and innovation, have successfully implemented methods for building and sustaining entrepreneurship, technology development and commercialization at emerging research institutions: distributing the cost, promoting best practices and affecting the cultural changes within institutions necessary for sustaining these activities. This program, led by Michigan Technological University has produced a model, termed U-TEAMED (Multi-University Technological and Expertise Assets Management for Enterprise Development). The emergent model offers guidance for identifying and capturing the important features of sustainable, faculty-led early-stage technology innovation and entrepreneurship education programs at emerging research institutions. Lessons include methods for securing revenue, sustaining faculty enthusiasm, anticipating IP and commercialization barriers derived from faculty-student collaborations, and creating an academic environment supportive of embedding technology innovation and entrepreneurship in academic curricula.
Shell had challenges communicating and sharing information across teams working on deep water oil exploration projects. They reorganized into multi-disciplinary teams focused on geographical areas, and later created communities of practice and knowledge repositories. These changes improved communication, reduced costs and errors, and allowed sharing of best practices.
BAE wanted to change its culture to adapt to market changes. Managers discussed core values and created groups to define and disseminate these values. Training programs and a virtual university were used to assess alignment with values and capture/share good practices. This increased collaboration and performance.
Norke Skog created an innovative flooring material categorization. They partnered with Celemi to develop a marketing tool showing distributors
The US Department of Energy (USDOE) and the Alliance to Save Energy hosted an Asia Pacific Partnership on Clean Development and Climate (APP) Zero Energy Homes Workshop at the Alliance’s offices on September 22 – 23, 2009.
Collaborative Learning Object Exchange (CLOE): A Case Studyext504
CLOE was a collaborative learning object repository between 1997-2008 involving over 30 Canadian post-secondary institutions. It aimed to foster collaborative design, development and peer review of learning objects. However, it ultimately failed due to a lack of ongoing funding and administrative support after initial grants ended, as well as low demand from faculty who did not see the value in reusing learning objects or participating in the rigorous design/review process without incentives. Key lessons included the need for a sustainable business model not relying on grants, understanding user needs, and strong ongoing leadership.
International Cooperation Experiences: Results Achieved, Lessons Learned, and...SOFIProject
This document summarizes the results and lessons learned from three international cooperation projects: QualiPSo, INSPIRE, and MASSIF. The key results were:
1) QualiPSo demonstrated that international cooperation improves open source software quality by creating consensus on practices.
2) INSPIRE demonstrated that critical infrastructure protection requires compatible and scalable techniques across borders.
3) MASSIF demonstrated that sharing experiences and interests can broaden individual research scopes.
The document discusses achievements, opportunities, and challenges of international cooperation.
Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition.
www.FITT-for-Innovation.eu
RCE Assessment as Learning and Empowerment - The Start-Up ToolESD UNU-IAS
The document outlines an evaluation framework for Regional Centres of Expertise (RCEs) consisting of 6 discussion steps. Each step focuses on a different area of review, with expected learning goals and outcomes. The goals of the evaluation are to collectively learn through appreciative review, improve sustainability, and strengthen the RCE network community. Participants will discuss networking, activities, impacts, strategy, and value creation. The expected outcomes include improved RCE programs, continued collaboration, and an action agreement.
Executive summary of knowledge exchange processes in KEEN projects, funded by the European Regional Development Fund and managed by the University of Wolverhampton
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
The document proposes establishing a partnership between experts in complexity science and those working in inclusive market development. It would involve three phases: 1) building knowledge between the fields, 2) defining a learning agenda and tools, and 3) piloting new approaches in the field. The goal is to improve the impact, efficiency and sustainability of market facilitation programs by applying complexity science concepts in a practical way and building an evidence base for its benefits.
Tools for reflexivity and 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
Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts.
www.FITT-for-Innovation.eu
Facing the future: Sense-making in Horizon ScanningTotti Könnölä
The document summarizes a conference on horizon scanning and sense-making. It discusses how horizon scanning involves collecting observations of potential future developments and deriving policy implications. Sense-making is inseparable from scanning and involves perceiving, interpreting and constructing meaning from emerging trends. The case study described a horizon scanning exercise where 381 issues were identified, assessed, and synthesized into cross-cutting challenges to inform EU policymaking recommendations on sustainability, social changes, and governance.
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
Develop a culture of sustainability
and the key concepts for developing a
telecenter taking into account the future
of the project and the funding necessary
for its operations (Bulgary)
29.0 leg and other bodies support for na psNAP Events
The document outlines support provided by various UNFCCC bodies to help countries develop National Adaptation Plans (NAPs). It discusses how the Least Developed Countries Expert Group (LEG) provides technical guidelines, tools, and workshops. It also captures lessons learned and needs. The Adaptation Committee supports NAPs through a task force and reviews guidelines. The Nairobi Work Programme also engages organizations to support the NAP process. Overall, the document summarizes how UNFCCC bodies collaborate to help developing countries formulate and implement NAPs.
This document summarizes progress and plans for Output 2 of the MK4D project, which aims to create a more effective global infrastructure for sharing research knowledge among development intermediaries. In Year 1, foundations were laid by growing the Intermediary Knowledge Mediary Network and launching the Open API project. Challenges included the complexity of building new collaborative systems in parallel and short timelines. Looking forward, priorities include developing the intermediary mapping database, supporting collaborative projects through the Network, and promoting open access protocols. Input from advisory members on focus areas and priorities would be valuable.
En model on network building to support international actiivities in vetLeire Hetel
1) Participating in a national network that is part of an international network of networks provides several strategic benefits for promoting international activities in vocational education and training (VET) schools.
2) At the organizational level, an international network allows for benchmarking, sharing of good practices, increased mobility opportunities, and finding reliable international partners.
3) Key benefits include strengthening cooperation, gaining insights into different cultures and education systems, contributing to innovation, and providing access to a wide network for projects and funding opportunities.
Initiating and Sustaining Early Stage Programs in Technology Innovation and C...the nciia
Four Michigan public universities, collaborating with private sector for-profit companies and state government agencies supporting technology commercialization and innovation, have successfully implemented methods for building and sustaining entrepreneurship, technology development and commercialization at emerging research institutions: distributing the cost, promoting best practices and affecting the cultural changes within institutions necessary for sustaining these activities. This program, led by Michigan Technological University has produced a model, termed U-TEAMED (Multi-University Technological and Expertise Assets Management for Enterprise Development). The emergent model offers guidance for identifying and capturing the important features of sustainable, faculty-led early-stage technology innovation and entrepreneurship education programs at emerging research institutions. Lessons include methods for securing revenue, sustaining faculty enthusiasm, anticipating IP and commercialization barriers derived from faculty-student collaborations, and creating an academic environment supportive of embedding technology innovation and entrepreneurship in academic curricula.
Shell had challenges communicating and sharing information across teams working on deep water oil exploration projects. They reorganized into multi-disciplinary teams focused on geographical areas, and later created communities of practice and knowledge repositories. These changes improved communication, reduced costs and errors, and allowed sharing of best practices.
BAE wanted to change its culture to adapt to market changes. Managers discussed core values and created groups to define and disseminate these values. Training programs and a virtual university were used to assess alignment with values and capture/share good practices. This increased collaboration and performance.
Norke Skog created an innovative flooring material categorization. They partnered with Celemi to develop a marketing tool showing distributors
The US Department of Energy (USDOE) and the Alliance to Save Energy hosted an Asia Pacific Partnership on Clean Development and Climate (APP) Zero Energy Homes Workshop at the Alliance’s offices on September 22 – 23, 2009.
Collaborative Learning Object Exchange (CLOE): A Case Studyext504
CLOE was a collaborative learning object repository between 1997-2008 involving over 30 Canadian post-secondary institutions. It aimed to foster collaborative design, development and peer review of learning objects. However, it ultimately failed due to a lack of ongoing funding and administrative support after initial grants ended, as well as low demand from faculty who did not see the value in reusing learning objects or participating in the rigorous design/review process without incentives. Key lessons included the need for a sustainable business model not relying on grants, understanding user needs, and strong ongoing leadership.
International Cooperation Experiences: Results Achieved, Lessons Learned, and...SOFIProject
This document summarizes the results and lessons learned from three international cooperation projects: QualiPSo, INSPIRE, and MASSIF. The key results were:
1) QualiPSo demonstrated that international cooperation improves open source software quality by creating consensus on practices.
2) INSPIRE demonstrated that critical infrastructure protection requires compatible and scalable techniques across borders.
3) MASSIF demonstrated that sharing experiences and interests can broaden individual research scopes.
The document discusses achievements, opportunities, and challenges of international cooperation.
Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition.
www.FITT-for-Innovation.eu
RCE Assessment as Learning and Empowerment - The Start-Up ToolESD UNU-IAS
The document outlines an evaluation framework for Regional Centres of Expertise (RCEs) consisting of 6 discussion steps. Each step focuses on a different area of review, with expected learning goals and outcomes. The goals of the evaluation are to collectively learn through appreciative review, improve sustainability, and strengthen the RCE network community. Participants will discuss networking, activities, impacts, strategy, and value creation. The expected outcomes include improved RCE programs, continued collaboration, and an action agreement.
Executive summary of knowledge exchange processes in KEEN projects, funded by the European Regional Development Fund and managed by the University of Wolverhampton
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
The document proposes establishing a partnership between experts in complexity science and those working in inclusive market development. It would involve three phases: 1) building knowledge between the fields, 2) defining a learning agenda and tools, and 3) piloting new approaches in the field. The goal is to improve the impact, efficiency and sustainability of market facilitation programs by applying complexity science concepts in a practical way and building an evidence base for its benefits.
The MaFI-festo is one of MaFI’s initiatives to change the world. The MaFI festo is about promoting collaboration between practitioners, donors and other key stakeholders to boost development effectiveness through facilitation of inclusive markets and private sector engagement.
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.
Social innovation research on coworking clusters
Develops a new model of entrepreneurship and social innovation by favouring cooperation and operational bridging between public actors, universities, training centres and "mainstream" clusters together with civil society.
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.
New thinking on technical assistance to solve knowledge and capacity gapsDr Lendy Spires
This document discusses emerging approaches to technical assistance that aim to develop longer-term knowledge and capacity beyond just filling short-term gaps. It identifies twinning and peer-to-peer partnerships between similar organizations, initiatives to strengthen think tanks, and knowledge sharing between developing countries as approaches that emphasize beneficiary leadership and sustainability over donor-driven short-term impacts. Case studies provide some early positive results but note a lack of rigorous evaluations.
New thinking on technical assistance to solve knowledge and capacity gapsDr Lendy Spires
This document provides an overview of emerging approaches to technical assistance that aim to develop long-term knowledge and capacity beyond just filling short-term gaps. It discusses twinning and peer-to-peer approaches, think tank development, and South-South cooperation. Twinning approaches emphasize collaboration between countries and have been shown to transfer expertise effectively. Think tank initiatives in developing countries have helped strengthen research skills, though rigorous evaluations are still lacking. Knowledge sharing between developing countries through South-South cooperation is growing but triangular cooperation is still limited.
This document summarizes an assessment of the impact of initiatives by the Niger Delta Partnership Initiative Foundation (NDPI) and the Foundation for Partnership Initiatives in the Niger Delta (PIND) in Nigeria's Niger Delta region. The assessment uses innovative approaches, including a maturity model and rate of adoption calculations, to evaluate progress toward systemic change. Key findings include positive impacts of PIND-supported innovations in aquaculture, cassava, and peacebuilding. The assessment also provides recommendations to further increase impacts, enhance PIND's operations, and share lessons with other development organizations.
seminar on top down knowledge transfer vs co creation Pk N
1) The document discusses top-down knowledge transfer versus co-creation approaches for supporting agricultural innovation. It notes the limitations of top-down linear technology transfer models.
2) Co-creation is defined as active collaboration between producers and users initiated by firms to co-construct services and solutions. It allows for dialogue, access, and transparency between stakeholders.
3) Advantages of co-creation include adaptive innovation through learning cycles, building strategic relationships, and creating exceptional experiences through provocative leadership that focuses on customer needs.
Research Policy Monitoring in the Era of Open Science & Big Data Workshop ReportData4Impact
Workshop on Research Policy Monitoring in the Era of Open Science and Big Data was a two day event, co-organised by OpenAIRE and Data4Impact, with support of Science Europe. The event explored mechanisms for research policy monitoring and indicators, and how to link these to infrastructure and services. The first day was focused on open science indicators as these emerge from national and EU initiatives, while the second day explored more advanced aspects of indicators for innovation and societal impact.
This document discusses multi-actor partnerships for innovation. It argues that partnerships between public, private and community partners have the potential to generate innovative solutions to complex problems through collaboration. The document outlines seven cross-cutting themes for successful partnerships: 1) leveraging diverse perspectives, 2) balancing innovation with accountability, 3) establishing shared language, 4) inclusive engagement, 5) professionalizing partnership brokers, 6) integrating innovations, and 7) improving knowledge management. It provides questions to guide reflection on how partnerships can promote innovation and how to address challenges in collaborative working.
This document discusses engaging youth to help choose corporate responsibility initiatives. It describes the Youth Encounter on Sustainability (YES) forum, which develops recommendations for CR initiatives related to climate change. The YES forum members are young academics and professionals interested in sustainability. The document presents a table outlining 9 CR initiative ideas in education/awareness, stakeholder engagement, and best practices categories. It describes the initiatives and provides reasoning and potential evaluation metrics. The initiatives are aimed at engaging future stakeholders, addressing climate change, and improving business factors like costs, reputation and recruiting.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
This document discusses approaches to measuring the impact of networks in the social sector. It provides three case studies:
1) Big Society Capital, which developed a shared outcomes matrix and is working on shared metrics to standardize impact measurement across organizations.
2) The Utrecht Social Impact Factory, a common platform network that provides co-working space and an online impact measurement tool to help members measure social impact.
3) West London Zone, a formally integrated network and collective impact initiative working to improve outcomes for at-risk children through coordinated service delivery and data sharing between partner organizations.
The document examines how different types of networks create value and the different roles funders can play in supporting standardized approaches, shared
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
Presentation to the IEA DSM ExCo of changes to our draft workplan after input from 50+ experts. All proposed changes were accepted in Norway, May 2012.
Building Bridges-Towards improving territorial governanceOrkestra
We present you a four step framework to build reflection processes that can improve territorial governance. This model was developed based on the project Gipuzkoa Sarean.
Role Of Gsc Os In International Development Presentation (K Jutze August 2009)kjutze
The document summarizes Kimberley Jutze's 2009 research project on the role of global social change organizations (GSCOs) in international development. The research aimed to understand how GSCOs function and their development activities. It reviewed literature on the emergence of GSCOs and their distinguishing characteristics. Key findings were that GSCOs take an ideological approach, are influenced by stakeholders, and face challenges balancing flexibility with efficiency and interests. The research findings identified effective GSCO functions and interventions like participatory management and grassroots collaborations. Common themes were inclusion, capacity-building, sustainability, and collaboration. It concluded the research supported most literature but showed GSCOs intend systemic change over doing good alone.
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
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.
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.
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
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.
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,
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!
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You may be stressed about revealing your cancer diagnosis to your child or children.
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https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
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Systemic M&E Concept Note
1. The Market Facilitation Initiative (MaFI) – an initiative of The SEEP Network
“Systemic M&E”
Catalyzing a global dialogue to improve practice
in measuring market system change
Concept note, version 31 July 2012
1. Background
In recent years, pro-poor (or inclusive market development) initiatives have shown a major
shift away from direct inputs and service provision towards the creation of appropriate
conditions for public and private stakeholders to drive structural changes in the market
system more easily and more cost-effectively. This paradigm shift was driven by the
realization that only through a systemic or holistic approach to markets and a focus on
stakeholder-driven solutions, can these initiatives reach sustainability and scale.
When considering markets from a systems perspective, it becomes crucial to recognize that
markets are not predictable machines, but rather complex and dynamic systems that are
constantly learning.1 For this reason, using linear and deterministic methods and tools to
measure how markets change, and how we change them, is not only inappropriate but can
lead to wasted resources and missed opportunities to achieve poverty reduction.
As emphasized by Dr. Jeanne Downing from USAID in her presentation to the market
development community at the M4P Hub conference in 2011, there is growing consensus
about systems thinking and market facilitation, there is however a recognition that evaluating
projects implementing these approaches as projects is difficult. Current impact evaluations
require that counterfactuals are established using control groups, treatment versus non-
treatment groups are defined, differentiation is made between program participants and
non-participants, and baselines and endlines are needed. In contrast, effective market
development projects move after baselines have been completed, no clear distinctions are
made between program participants and non-participants as projects aim to catalyze change
beyond direct assistance, projects and activities evolve over time, and control groups
become contaminated as spill-over effects are seen as an explicit success of effective
market facilitation practices.
New thinking and practice is needed that is relevant to complex and evolving projects.
Complex and adaptive systems must be monitored and measured using approaches that
embrace complexity and facilitation principles, concepts and tools. In order to do this, we
need a systemic approach to M&E2. To our knowledge, no systematic process of collective
learning with a focus on M&E of inclusive market systems and with the participation of a
global community of practitioners and donors has been attempted.
2. Project in brief
The project is designed to catalyze an international process of debate, dialogue and learning
between donors and practitioners who are trying to support market systems to work better
to reduce poverty at a large scale. It will achieve this through an intentional learning process
comprised of in-person workshops, e-consultations, plenary presentations and discussions,
and publication of an ongoing discussion document.
The project will assist donors and practitioners alike to improve understanding and practice
of systemic approaches to M&E is and its application to inclusive market development
programs worldwide.
1 These are often referred to as complex adaptive systems (CSAs).
2 This is not a new idea per se. Experts such as Michael Quinn Patton have written extensively about the need
for such types of approaches (which he refers to as “Developmental Evaluation”).
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2. 3. Project context – the conditions are ripe for success
The project in itself is relatively limited in terms of budget and duration but it will play a
key, catalytic role in unlocking and cementing ongoing and long-term processes that have
been promoted by USAID and the SEEP Network, mainly through one of its initiatives: The
Market Facilitation Initiative (MaFI), in recent years. These processes are geared towards
revolutionizing market development approaches and private sector engagement.
Three examples of ongoing processes that create fertile conditions for this project to
succeed are:
● MaFI-festo: A distillation of discussions that MaFI members have had over the
past several years on the changes required to make the international development
cooperation system more efficient and effective through facilitation approaches
and complexity science. One of the four issues proposed by the MaFI-festo is
precisely “changing what and how we measure change”.
Catalyzing the learning about systemic approaches to M&E will show the 250+ MaFI
members and donors, such as DFID and SDC, that turning the MaFI-festo ideas into
real change is possible. This will in turn unleash the energy that has been building in
the past several years around the MaFI-festo principals and motivate key donors and
hundreds of practitioners to contribute to the success of this project.
● Complexity Dialogues: A series of conversations promoted by MaFI members in
different parts of the world to bring inclusive market development practitioners and
complexity experts together to find concrete applications of complexity science in
inclusive market development practice. The Complexity Dialogues are currently
in Phase 1: the production of a learning agenda (a set of questions) built by MaFI
members using the inputs of a 12-lesson video course by complexity expert Prof.
Scott E. Page.
The Complexity Dialogues are building a global movement of reflection and learning
about complex systems in the context of inclusive market development practice that
will enrich the discussions that will take place as a product of this project.
● USAID’s initiatives: Among all key donors, USAID is one of the thought leaders
when it comes to innovative and cutting-edge policies and frameworks about
complexity in development practice.
For example, in Nov 2011, Dr. Tjip Walker from USAID’s Policy and Practice
Learning Unit collaborated with two MaFI members to design and deliver a
workshop on complexity and inclusive market development during the SEEP Annual
Conference. Dr. Walker talked about the importance that USAID is giving to these
issues, especially in highly volatile contexts like Afghanistan, and how much donors
needs practitioners to demand more progress in this field. One month earlier, Dr.
Walker had organized a 1-day workshop for USAID staff to learn about complexity
issues and concepts.
Other senior USAID staff, such as Dr. Stacey Young and Dr. Jeanne Downing, are
working with USAID colleagues and partners to promote complexity concepts and
proposing ideas that support the construction and application of systemic approaches
to M&E frameworks.
4. Potential consultants and experts
Potential leads managing this process and shaping the learning agenda:
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3. ● Marcus Jenal, Consultant involved in complexity sciences and market development.
Co-editor of SEEP’s MaFI-festo. Active member of SEEP’s Market Facilitation
Initiative (MAFI).
● Lucho Osorio-Cortes, International Market Systems Specialist at Practical Action
Consulting and Coordinator of SEEP’s Market Facilitation Initiative (MaFI). Co-editor
of SEEP’s MAFI-festo.
Mr. Jenal and Mr Osorio-Cortes will assist in writing discussion papers, mobilizing
involvement and input from MaFI members and other relevant experts, co-facilitating online
discussions, synthesizing the online discussions, supporting the participation of high level
speakers at the SEEP’s Annual Conference plenary, and designing a practitioner learning
agenda in moving these dialogues forward.
Potential experts to involve in online e-consultations, plenary presentations, in-person
workshops, and input into discussion papers involve complexity scholars as well as
development practitioners that are recognized as applying an innovative and forward looking
approach to M&E using insights from the field of complexity and processes of social change.
5. Activities and outputs
This initial project will consist of a introductory paper, an e-consultation and a plenary
session during the 2012 SEEP Annual Conference.
The e-consultations will bring practitioners, complexity experts and donors from all over
the world together to discuss systemic approaches to M&E: what it is or should be, what
principles should underpin it, how a general framework would look, and how to make it
practical for inclusive market development practitioners and policy makers.
September 2012: A discussion paper that will inform and catalyze an online e-consultation.
Output 1: Initial discussion paper to catalyze initial dialogues, with a potential
focus being a synopsis of how are current M&E practices may be undermining and
hampering good inclusive market development and facilitation practices and how a
new paradigm for M&E could look like. This paper could draw on existing literature
by M&E experts such as David Snowden, Michael Quinn Patton, Don Snodgrass and
Lucy Creevey.
Output 2: Online e-consultation with discussion synthesis
November 2012: At the beginning of November, select speakers will be invited to participate
in one of the SEEP Annual Conference plenaries with an audience of over 200 professionals
in-person and an internet audience far beyond this. They will use this space mainly to:
● send two clear messages to the development industry: “better ways of measuring
impacts in market systems are possible” and “if we want the current M&E paradigm
to improve we have to be in this together for the long run and have a joint, long-term
vision”
● share the key results from the first round of discussions (the discussion paper and e-
consultation)
● capture feedback from the audience to improve the discussion paper and identify
missing issues
○ Proposed plenary: Rethinking the current M&E paradigm - measuring impacts
in market systems: This plenary will explore cutting edge thinking and
enquiry around ways to improve the current M&E paradigm and improved
practice in measuring impacts in market systems. When considering markets
from a systems perspective, it becomes crucial to recognize that markets are
not predictable “machines”, but rather complex and dynamic “organisms” that
3
4. are constantly learning. Changes in complex and adaptive systems must be
monitored and measured using approaches that embrace complexity and
facilitation principles, concepts and tools rather than linear and deterministic
ones. This plenary will bring economic development practitioners and
complexity experts together to explore applications of complexity science in
inclusive market development. The plenary will explore ideas that support
the construction and application of systemic approaches to M&E of inclusive
market development, the principles that should underpin this and how to
make it practical for practitioners and policy makers.
Output 3: Plenary presentation and discussion published in online video format
Output 4: Presentation materials and discussion synthesis
6. What happens after the project? Main outcomes
● Increased levels of energy, awareness and commitment among inclusive market
development practitioners and donors (including MaFI members) that will contribute
to making the application of systemic approaches to M&E a reality in inclusive market
development.
● A sense of possibility and practicality in the field of inclusive market development
about systemic approaches to M&E – where it is currently perceived as a
complicated or intractable issue, which it is not if we use the right paradigms and
concepts. This can contribute to the adoption of systemic approaches to M&E by
NGOs and donors.
● Increased reputation and legitimacy of the organizations leading this project. in the
case of SEEP, reputation as a thought leader is essential for its capacity to mobilize
and align the interests of its members
● Development of a strong foundation for learning programs that incorporate systems
approaches to M&E to be applied in planning and evaluation phases by practitioners
and donors.
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