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!
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.
CSR Development Stories Pvt Ltd is a company that provides strategic solutions and assistance to help corporations and NGOs develop, implement, and evaluate CSR and sustainability strategies. They offer services such as CSR strategy development and implementation, social impact analysis, social return on investment studies, needs assessments, and facilitating corporate-NGO collaborations. Their team of experts helps clients maximize social impact and align their CSR programs with organizational objectives.
This 3-day program held in Barcelona from June 4-7, 2013 focuses on providing board members and executives with practical tools and leadership models for effective corporate governance in Europe. The program will examine challenges facing boards in areas like strategy, risk management, and oversight. It uses case studies and group work to discuss real-life governance situations. Participants will assess their personal governance style and factors influencing board behavior. Notable faculty include professors from IESE Business School, Harvard Business School, and Intrabond Capital. Attendees will gain knowledge on global governance issues and their impact on European business.
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
The document provides information about the BRICS CCI Centre for CSR, which aims to create a socially responsible corporate sector. The Centre has the following key objectives: 1) Create a policy framework for SME engagement in PPP projects, 2) Conduct CSR advocacy and surveys on best practices, 3) Provide advisory services on CSR investment projects through an expert panel, 4) Conduct impact assessments of CSR activities, and 5) Offer CSR training courses to develop professionals. The Centre is advised by a board including experts from India and abroad with experience in areas like management, diplomacy, and social entrepreneurship.
Hero's journey through landscape of the future - Deloitte WhitepaperAngela Wang
The document discusses how advances in technology and policy changes have led to increased fragmentation and concentration in the business landscape. Fragmentation refers to a rise in smaller, niche businesses addressing diverse needs, while concentration sees dominance by fewer but larger entities providing infrastructure and platforms. This new landscape offers both opportunities and challenges. Large companies will need to assess how their markets may fragment and choose infrastructure, aggregation, or agency roles. Individuals and small businesses now have more opportunities to start ventures tapping their creativity. Understanding these dynamics will be key to success for companies and individuals going forward.
The explore phase focuses on reframing the design challenge into a design opportunity through various perspectives. Key activities include conducting a STEEP analysis to understand environmental trends and their implications, mapping the organization's activity system, identifying stakeholders, and framing the project into an opportunity statement using a "How might we" format. The goals are to gain insights, explore the challenge from multiple views, and set the foundation for subsequent phases. Methods include STEEP analysis, strategic priorities mapping, activity system modeling, stakeholder mapping, and opportunity framing.
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.
CSR Development Stories Pvt Ltd is a company that provides strategic solutions and assistance to help corporations and NGOs develop, implement, and evaluate CSR and sustainability strategies. They offer services such as CSR strategy development and implementation, social impact analysis, social return on investment studies, needs assessments, and facilitating corporate-NGO collaborations. Their team of experts helps clients maximize social impact and align their CSR programs with organizational objectives.
This 3-day program held in Barcelona from June 4-7, 2013 focuses on providing board members and executives with practical tools and leadership models for effective corporate governance in Europe. The program will examine challenges facing boards in areas like strategy, risk management, and oversight. It uses case studies and group work to discuss real-life governance situations. Participants will assess their personal governance style and factors influencing board behavior. Notable faculty include professors from IESE Business School, Harvard Business School, and Intrabond Capital. Attendees will gain knowledge on global governance issues and their impact on European business.
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
The document provides information about the BRICS CCI Centre for CSR, which aims to create a socially responsible corporate sector. The Centre has the following key objectives: 1) Create a policy framework for SME engagement in PPP projects, 2) Conduct CSR advocacy and surveys on best practices, 3) Provide advisory services on CSR investment projects through an expert panel, 4) Conduct impact assessments of CSR activities, and 5) Offer CSR training courses to develop professionals. The Centre is advised by a board including experts from India and abroad with experience in areas like management, diplomacy, and social entrepreneurship.
Hero's journey through landscape of the future - Deloitte WhitepaperAngela Wang
The document discusses how advances in technology and policy changes have led to increased fragmentation and concentration in the business landscape. Fragmentation refers to a rise in smaller, niche businesses addressing diverse needs, while concentration sees dominance by fewer but larger entities providing infrastructure and platforms. This new landscape offers both opportunities and challenges. Large companies will need to assess how their markets may fragment and choose infrastructure, aggregation, or agency roles. Individuals and small businesses now have more opportunities to start ventures tapping their creativity. Understanding these dynamics will be key to success for companies and individuals going forward.
The explore phase focuses on reframing the design challenge into a design opportunity through various perspectives. Key activities include conducting a STEEP analysis to understand environmental trends and their implications, mapping the organization's activity system, identifying stakeholders, and framing the project into an opportunity statement using a "How might we" format. The goals are to gain insights, explore the challenge from multiple views, and set the foundation for subsequent phases. Methods include STEEP analysis, strategic priorities mapping, activity system modeling, stakeholder mapping, and opportunity framing.
Prof. Dr. Nader Nada received his PhD from George Mason University and MS from Minnesota State University. He has expertise in innovation management, entrepreneurship, clean technology, and consulting with SMEs over the last 10 years to help with growth, commercialization, strategy, and capabilities. He has published 7 books and over 100 papers on integrated innovation frameworks and models that have been empirically validated working with over 100 companies. Currently he is the president of Inovya startup, chairs the graduate program in innovation and entrepreneurship, and founded the Design Thinking Lab at Fatih University in Istanbul, Turkey.
Vancouver executive briefing seminar by csr training instituteWayne Dunn
This document provides information about an Executive Briefing Seminar on Corporate Social Responsibility (CSR) to be held on June 24, 2015 in Vancouver, Canada. The seminar will address the growing social demands placed on businesses and how to manage them strategically. It will include lectures, panels and case studies to help participants understand the forces driving change and transform CSR challenges into opportunities. The program leader Wayne Dunn has over 25 years of experience in CSR and sustainability projects. The seminar aims to help participants recognize key CSR themes, transform CSR from a cost center to value generator, and expand their professional networks.
Karthyeni Sridaran has over 25 years of experience in public, private, consulting and academic sectors. She has a PhD from Monash University and teaches subjects related to management, HR, organizational wellness and positive psychology. Her research focuses on workplace spirituality and how spiritual leadership can create trusting, collaborative work environments. She has published journal articles and book chapters on these topics and presented her research at international conferences.
This document summarizes a process used to develop social policy tools addressing abuse of older Aboriginal adults. It involved combining work across levels, professions, and sectors. Two tools were produced: a "Being Least Intrusive" guide to help frontline workers respond culturally safely, and a protocol template to facilitate collaborative partnerships. Lessons included using relationship-based principles, inviting diverse partners, and managing projects flexibly across sectors.
The document provides an outline for a course on scenario planning. Scenario planning involves exploring multiple plausible futures rather than a single predicted outcome. It draws on both internal and external perspectives to develop coherent narratives about how the future may unfold. The course aims to explain why scenario planning is important for strategy, policymaking, and organizational learning by having participants collaboratively develop scenarios and strategies for a case study. Through this interactive process, participants will gain experience applying scenario planning tools and framing strategic conversations around uncertainty.
Essentia provides organizational development and training programs to create connected workforces. Their approach focuses on contemporary research, customized multi-pronged programs, continuity, and an experienced team. Their diagnostics help design interventions addressing key issues. They offer self-reflective tools, consulting, and customized training modules covering areas like leadership and stereotypes. Essentia is led by experienced HR professionals Sonal and Sriparna who design effective programs through understanding organizational contexts.
CoVox is a company that uses new survey technologies and data analytics to understand social and environmental risks in global supply chains. They conduct continuous mobile phone surveys of workers and communities to surface key issues like wages, working conditions, and safety. The data is analyzed and presented in real-time dashboards. CoVox then provides recommendations to address issues and helps companies improve stakeholder engagement, which can increase productivity and profits while building a more sustainable business model. The founders have decades of experience at the intersection of business, government, and civil society.
The Importance Of Environmental QualityAmanda Brady
The document discusses environmental inequalities in urban environments. It argues that while environmental inequalities exist in France, there is a lack of political will to address the issue. The country's historical technical and normative approaches to the environment have hindered recognizing these inequalities. International approaches that link social and environmental issues could provide alternative frameworks for understanding environmental justice. Overall, the document examines how France can better identify and address environmental inequalities in cities.
India's service sector has grown to over 50% of GDP, with consulting growing at 30% annually to Rs. 23,000 crore by 2013. Currently at Rs. 19,000 crore, Indian consulting firms have capabilities in areas like engineering, telecom, power and software. The largest concentration of consultancy organizations is in Delhi, Mumbai, Chennai and Kolkata. Consulting provides advice to help firms improve but differentiation is difficult due to homogeneity.
Ms programme in csr & ethical mgt full timesainjiv
This document provides information about a Master's program in CSR and Ethical Management offered jointly by the Indian Centre for CSR and the University of Applied Sciences BFI Vienna, Austria. It includes details about the program curriculum, faculty, admission process, career opportunities, and contact information. The program aims to prepare students for careers in developing and implementing CSR strategies for businesses to achieve sustainable development and social impact.
The document discusses the roles and responsibilities of communication professionals in corporate governance and management. It explores how communicators can contribute to governance through defining organizational values, interpreting stakeholder expectations, enhancing transparency, and creating an internal listening culture. For management, communicators can help achieve strategic goals through two-way communication, communicating value to stakeholders, and helping solve organizational issues. The discussion considers how communicators need new capabilities like translating the external environment and building trust to add value in the future.
This document outlines a presentation on applying systems thinking to health systems research and programme implementation. It includes an introduction to systems thinking methodologies, examples of how systems thinking has been applied in Options' programmes through stakeholder mapping, participatory approaches, embedded technical assistance, and process mapping. The document also discusses challenges of applying systems thinking like linear reporting mechanisms and limited programme timelines, and how these challenges have been addressed through theories of change.
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
The document provides resources for assessing organizational capacity, including websites, tools, guides, and frameworks. Some of the key resources mentioned are the Capacity Development Resource Centre from the World Bank, which includes tools and methodologies for assessment. Several guides for organizational self-assessment are also listed, such as guides from UNDP, NORAD, Pact, and the Drucker Foundation. Frameworks for assessing capacity at different levels, from individual organizations to entire sectors, are presented from sources including the World Bank, USAID, and DFID.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
Project Pheme aims to create an end-to-end healthcare software platform centered around the individual. The platform will integrate various software and hardware products to effectively serve individuals' needs while benefiting the entire healthcare ecosystem. The company's management team has extensive experience in healthcare, technology, marketing, and business. While some small players offer isolated healthcare apps, no single competitor offers a comprehensive platform like Project Pheme, giving it a strong first-mover advantage in the healthcare software market.
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
This document provides an overview of a corporate social responsibility and sustainability training program. The 3-day course aims to help businesses and organizations increase profits through ethical practices, environmental stewardship, and community engagement. Participants will learn about business ethics, CSR assessment, stakeholder engagement, and how companies can contribute to society through diversity, human rights initiatives, and responsible environmental practices. The trainer, Dr. Abdalla Ibrahim, is an adjunct professor with experience in healthcare quality and accreditation who will guide attendees on implementing CSR strategies.
This document outlines the topics and schedule for an experiment in copying Steve Blank's Lean LaunchPad methodology. Over the course of 8 weeks, participants will learn about customer discovery, business models, distribution channels, and other topics. Each class will involve a short lecture, hands-on exercises, coaching, and homework. The goal is for participants to develop an "extreme pitch" to present to investors at the end of the program. Skills of vision, hustle, design and resilience will be emphasized.
This document provides guidance for MBA students on conducting research for their MBA projects in public service environments. It outlines various techniques for gathering information through surveys, interviews, workshops and literature reviews. It also discusses approaches for engaging stakeholders, analyzing research through methods like mapping needs and flows, and making recommendations using techniques like forecasting, cost-benefit analysis, and social impact assessments.
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.
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Prof. Dr. Nader Nada received his PhD from George Mason University and MS from Minnesota State University. He has expertise in innovation management, entrepreneurship, clean technology, and consulting with SMEs over the last 10 years to help with growth, commercialization, strategy, and capabilities. He has published 7 books and over 100 papers on integrated innovation frameworks and models that have been empirically validated working with over 100 companies. Currently he is the president of Inovya startup, chairs the graduate program in innovation and entrepreneurship, and founded the Design Thinking Lab at Fatih University in Istanbul, Turkey.
Vancouver executive briefing seminar by csr training instituteWayne Dunn
This document provides information about an Executive Briefing Seminar on Corporate Social Responsibility (CSR) to be held on June 24, 2015 in Vancouver, Canada. The seminar will address the growing social demands placed on businesses and how to manage them strategically. It will include lectures, panels and case studies to help participants understand the forces driving change and transform CSR challenges into opportunities. The program leader Wayne Dunn has over 25 years of experience in CSR and sustainability projects. The seminar aims to help participants recognize key CSR themes, transform CSR from a cost center to value generator, and expand their professional networks.
Karthyeni Sridaran has over 25 years of experience in public, private, consulting and academic sectors. She has a PhD from Monash University and teaches subjects related to management, HR, organizational wellness and positive psychology. Her research focuses on workplace spirituality and how spiritual leadership can create trusting, collaborative work environments. She has published journal articles and book chapters on these topics and presented her research at international conferences.
This document summarizes a process used to develop social policy tools addressing abuse of older Aboriginal adults. It involved combining work across levels, professions, and sectors. Two tools were produced: a "Being Least Intrusive" guide to help frontline workers respond culturally safely, and a protocol template to facilitate collaborative partnerships. Lessons included using relationship-based principles, inviting diverse partners, and managing projects flexibly across sectors.
The document provides an outline for a course on scenario planning. Scenario planning involves exploring multiple plausible futures rather than a single predicted outcome. It draws on both internal and external perspectives to develop coherent narratives about how the future may unfold. The course aims to explain why scenario planning is important for strategy, policymaking, and organizational learning by having participants collaboratively develop scenarios and strategies for a case study. Through this interactive process, participants will gain experience applying scenario planning tools and framing strategic conversations around uncertainty.
Essentia provides organizational development and training programs to create connected workforces. Their approach focuses on contemporary research, customized multi-pronged programs, continuity, and an experienced team. Their diagnostics help design interventions addressing key issues. They offer self-reflective tools, consulting, and customized training modules covering areas like leadership and stereotypes. Essentia is led by experienced HR professionals Sonal and Sriparna who design effective programs through understanding organizational contexts.
CoVox is a company that uses new survey technologies and data analytics to understand social and environmental risks in global supply chains. They conduct continuous mobile phone surveys of workers and communities to surface key issues like wages, working conditions, and safety. The data is analyzed and presented in real-time dashboards. CoVox then provides recommendations to address issues and helps companies improve stakeholder engagement, which can increase productivity and profits while building a more sustainable business model. The founders have decades of experience at the intersection of business, government, and civil society.
The Importance Of Environmental QualityAmanda Brady
The document discusses environmental inequalities in urban environments. It argues that while environmental inequalities exist in France, there is a lack of political will to address the issue. The country's historical technical and normative approaches to the environment have hindered recognizing these inequalities. International approaches that link social and environmental issues could provide alternative frameworks for understanding environmental justice. Overall, the document examines how France can better identify and address environmental inequalities in cities.
India's service sector has grown to over 50% of GDP, with consulting growing at 30% annually to Rs. 23,000 crore by 2013. Currently at Rs. 19,000 crore, Indian consulting firms have capabilities in areas like engineering, telecom, power and software. The largest concentration of consultancy organizations is in Delhi, Mumbai, Chennai and Kolkata. Consulting provides advice to help firms improve but differentiation is difficult due to homogeneity.
Ms programme in csr & ethical mgt full timesainjiv
This document provides information about a Master's program in CSR and Ethical Management offered jointly by the Indian Centre for CSR and the University of Applied Sciences BFI Vienna, Austria. It includes details about the program curriculum, faculty, admission process, career opportunities, and contact information. The program aims to prepare students for careers in developing and implementing CSR strategies for businesses to achieve sustainable development and social impact.
The document discusses the roles and responsibilities of communication professionals in corporate governance and management. It explores how communicators can contribute to governance through defining organizational values, interpreting stakeholder expectations, enhancing transparency, and creating an internal listening culture. For management, communicators can help achieve strategic goals through two-way communication, communicating value to stakeholders, and helping solve organizational issues. The discussion considers how communicators need new capabilities like translating the external environment and building trust to add value in the future.
This document outlines a presentation on applying systems thinking to health systems research and programme implementation. It includes an introduction to systems thinking methodologies, examples of how systems thinking has been applied in Options' programmes through stakeholder mapping, participatory approaches, embedded technical assistance, and process mapping. The document also discusses challenges of applying systems thinking like linear reporting mechanisms and limited programme timelines, and how these challenges have been addressed through theories of change.
Presentation from NCVO's Annual Conference 2011 on The Value of Intrafrastructure, a three-year England-wide initiative to support infrastructure organisations in plan, assess, improve and communicate their impact.
The document provides resources for assessing organizational capacity, including websites, tools, guides, and frameworks. Some of the key resources mentioned are the Capacity Development Resource Centre from the World Bank, which includes tools and methodologies for assessment. Several guides for organizational self-assessment are also listed, such as guides from UNDP, NORAD, Pact, and the Drucker Foundation. Frameworks for assessing capacity at different levels, from individual organizations to entire sectors, are presented from sources including the World Bank, USAID, and DFID.
This document is a capstone project presentation by Tunisia I.E. Al-Salahuddin for their Master's degree in Organizational Leadership from Colorado State University Global Campus. The presentation reflects on the various courses taken in the program and how they have helped develop the student's leadership skills and knowledge. It discusses topics like managing performance, business ethics, human resources, research skills, organizational theory, decision making, communication, diversity, and the capstone project. The presentation also covers analyzing individuals and groups, developing strategies and enhancing organizational capacity, evaluating human behavior, creating lifelong learning, promoting culture, assessing challenges, and the skills the student can bring to an organization.
Project Pheme aims to create an end-to-end healthcare software platform centered around the individual. The platform will integrate various software and hardware products to effectively serve individuals' needs while benefiting the entire healthcare ecosystem. The company's management team has extensive experience in healthcare, technology, marketing, and business. While some small players offer isolated healthcare apps, no single competitor offers a comprehensive platform like Project Pheme, giving it a strong first-mover advantage in the healthcare software market.
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
This document provides an overview of a corporate social responsibility and sustainability training program. The 3-day course aims to help businesses and organizations increase profits through ethical practices, environmental stewardship, and community engagement. Participants will learn about business ethics, CSR assessment, stakeholder engagement, and how companies can contribute to society through diversity, human rights initiatives, and responsible environmental practices. The trainer, Dr. Abdalla Ibrahim, is an adjunct professor with experience in healthcare quality and accreditation who will guide attendees on implementing CSR strategies.
This document outlines the topics and schedule for an experiment in copying Steve Blank's Lean LaunchPad methodology. Over the course of 8 weeks, participants will learn about customer discovery, business models, distribution channels, and other topics. Each class will involve a short lecture, hands-on exercises, coaching, and homework. The goal is for participants to develop an "extreme pitch" to present to investors at the end of the program. Skills of vision, hustle, design and resilience will be emphasized.
This document provides guidance for MBA students on conducting research for their MBA projects in public service environments. It outlines various techniques for gathering information through surveys, interviews, workshops and literature reviews. It also discusses approaches for engaging stakeholders, analyzing research through methods like mapping needs and flows, and making recommendations using techniques like forecasting, cost-benefit analysis, and social impact assessments.
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ACDI/VOCA's Activate is a tool to walk project staff through six steps, resulting in an Social Behaviour Change strategy and M&E plan. First, Activate will provide a set of customizable behaviors with simple guidance on how to select and tailor those behaviors. After projects identify and customize these behaviors, they will have a clearer picture of which behaviors they are trying to change. Activate will then provide training curricula and guidance on barrier analysis and formative research, so that staff will understand how to collect data on drivers and barriers of those behaviors. It will also include a set of sequential decision-making process aides, guidance on best practices from behavioral sciences, and resources on Behavior Mapping to connect target behaviors to M&E processes.
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.
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 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 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)
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.
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Systemic M&E Plenary at the SEEP 2012 Annual Conference
1.
Opening
Plenary
The
SEEP
Annual
Conference
opening
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.
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
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
together
practitioners
and
complexity
experts
to
explore
applications
of
complexity
science
in
inclusive
market
and
financial
services
development.
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.
Richard
Hummelbrunner
ÖAR
Regionalberatung
Austria
Richard
Hummelbrunner
is
Senior
Associate
of
ÖAR
Regionalberatung
Graz,
Austria
with
more
than
30
years
of
professional
experience
as
a
consultant
/
evaluator
in
the
fields
of
regional
and
international
development.
During
recent
years
he
has
been
active
in
promoting
the
use
of
systems
thinking
in
evaluation
as
a
practitioner,
trainer
and
author.
He
has
recently
co-‐authored
a
new
book:
“Systems
Concepts
in
Action:
A
Practitioners
Toolkit”.
He
has
lectured
at
Universities
and
provided
training
on
systems
concepts,
as
well
as
evaluation,
to
private
organizations
and
public
authorities
in
several
European
countries.
He
has
been
a
regular
presenter
and
session
facilitator
at
the
Conferences
of
the
European
Evaluation
Society
(EES)
and
is
a
member
of
the
American
Evaluation
Association
(AEA)
and
an
active
contributor
to
its
Topical
Interest
Group,
Systems
in
Evaluation.
Dr.
Elizabeth
Dunn
Impact
LLC
Dr.
Elizabeth
Dunn
has
over
20
years
of
experience
designing
evaluations
and
leading
research
on
low-‐income
households
and
factors
affecting
their
participation
in
market
systems.
She
has
worked
on
projects
related
to
micro-‐
and
small
enterprise
development,
smallholder
agriculture,
inclusive
value
chain
development
and
microfinance.
As
a
thought
leader
in
the
evaluation
of
inclusive
market
systems,
Elizabeth
uses
concepts
from
complex
adaptive
systems
(CAS)
and
social
network
analysis
to
create
an
analytical
framework
for
evaluating
the
evidence
from
inclusive
value
chain
development
projects
and
improving
understanding
of
the
factors
affecting
smallholder
participation,
value
creation
and
2. value
capture
in
regional
and
global
market
systems.
Elizabeth
was
a
major
contributor
to
USAID’s
work
on
value
chain
development
under
the
AMAP
project.
She
provided
technical
leadership
for
a
wide
variety
of
evaluations,
including
a
longitudinal,
mixed-‐method
evaluation
of
the
effectiveness
of
USAID’s
GMED
project
in
India.
For
the
World
Bank,
she
led
a
five-‐year
impact
evaluation
of
3,300
micro-‐
and
small
enterprises
across
nine
financial
institutions
under
the
Local
Initiatives
Project
II
in
Bosnia
and
Herzegovina.
She
was
Technical
Director
for
core
impact
assessments
under
USAID’s
AIMS
project,
providing
leadership
to
longitudinal
evaluations
in
Peru,
India,
and
Zambia.
Dr.
Dunn’s
leadership
in
evaluation
is
widely
recognized,
as
evidenced
by
invitations
to
serve
on
expert
panels
from
the
U.S.
General
Accountability
Office
(GAO),
National
Science
Foundation
(NSF),
Consultative
Group
to
Assist
the
Poor
(CGAP)
and
BASIS
Collaborative
Research
Support
Program
(USAID).
She
received
USDA’s
National
Exemplary
Evaluation
Award
in
2004.
Elizabeth
has
worked
with,
amongst
others,
USAID,
World
Bank,
International
Finance
Corporation,
Inter-‐American
Development
Bank,
Government
of
Bosnia
and
Herzegovina,
DFID,
KfW,
ACDI/VOCA,
DAI,
IRIS,
AED,
ACCION
International,
Women’s
World
Banking,
Microfinance
Opportunities,
Monsanto,
CARE
and
SEEP.
Elizabeth
holds
a
Ph.D.
in
Agricultural
Economics
from
the
University
of
Wisconsin
and
has
field
experience
in
more
than
20
countries.
Dr.
Shamim
Bodhanya
University
of
KwaZulu
Natal
South
Africa
Dr.
Bodhanya
is
a
graduate
of
the
University
of
KwaZulu-‐Natal,
South
Africa
and
Nyenrode
University
in
the
Netherlands.
He
is
a
trained
and
practising
engineer,
worked
in
the
corporate
sector
for
nearly
14
years,
serving
in
a
variety
of
functional,
professional
and
managerial
capacities
before
joining
academia.
Dr.
Bodhanya
was
a
founding
member
of
Equilibria
Consulting,
and
serves
as
a
Director
of
the
Institute
for
Natural
Resources.
He
is
based
at
the
Leadership
Centre
and
draws
on
inter-‐disciplinary
research
to
work
with
complex
real
world
problems.
He
is
now
actively
involved
in
research,
programme
development,
module
development,
lecturing,
facilitation
and
consulting.
He
has
engaged
in
facilitation
in
a
variety
of
contexts
both
for
small
groups
and
large
groups.
Some
of
these
include:
strategy,
business
planning,
conflict,
union,
training,
skills
development,
youth
workshops
and
simulations
amongst
others.
His
work
in
complexity
theory
has
been
applied
in
the
public
and
private
sector,
NGOs
and
civil
society
contexts,
e.g.
sugar
cane
production
and
supply,
local
economic
development,
automotive,
rural
health,
and
rural
development.
Dr.
Shawn
Cunningham
(Moderator)
MesoPartner
South
Africa
Dr.
Shawn
Cunningham,
an
active
member
of
SEEP’s
Market
Facilitation
Initiative
(MAFI),
is
a
development
consultant
focused
on
ways
to
improve
the
performance
and
competitiveness
of
the
private
sector
in
developing
countries,
by
combining
a
bottom-‐up
perspective
with
systemic
policy
advocacy.
He
develops
practical
diagnostic
instruments
by
integrating
insights
from
process
facilitation,
change
management
and
understanding
how
societies
evolve
and
develop.
His
qualifications
are
mainly
in
business
3. management,
entrepreneurship
and
change
management,
while
his
PhD
thesis
investigated
the
role
of
market
failures
affecting
transactions
in
knowledge
intensive
business
services.
He
has
published
books
on
several
topics
related
to
economic
development.
Dr.
Cunningham
started
his
career
as
an
entrepreneur,
but
soon
became
involved
in
the
promotion
of
entrepreneurship
and
economic
development.
He
works
as
a
consultant,
facilitator
and
moderator
on
topics
related
to
economic
development
and
private
sector
development
in
Africa,
Asia
and
Europe.
He
is
currently
working
on
several
assignments
ranging
from
the
fostering
of
closer
collaboration
between
industries
and
science
and
technology
institutions
in
the
Southern
African
region;
and
training
officials
and
experts
on
practical
development
methods
in
more
than
20
countries.
His
main
academic
research
and
consulting
practice
is
around
the
topic
of
upgrading
and
modernizing
economic
sectors
by
means
of
stimulating
sectoral
and
regional
innovation
systems.
He
is
a
partner
in
the
international
consultancy
Mesopartner
(registered
in
Germany),
whose
practical
development
instruments
are
used
in
more
than
70
countries
around
the
world.
He
holds
several
board
and
advisory
positions
and
directorships
in
businesses
and
developmental
institutions
in
Southern
Africa
and
internationally.
He
is
also
known
to
provide
his
time
and
expertise
to
a
variety
of
public
or
social
causes.
He
is
a
Post
Doctoral
Fellow
at
the
Vaal
University
of
Technology
and
a
Research
Associate
at
the
Institute
for
Economic
Research
on
Innovation
at
Tshwane
University
of
Technology.
Dave
Snowden
(Video
address)
Cognitive
Edge
Snowden
was
Director
of
the
IBM
Institute
of
Knowledge
Management
for
Europe
Middle
East
and
Africa
and
subsequently
founded
their
Cynefin
Centre
for
Organisational
Complexity.
He
is
currently
the
Founder
and
Chief
Scientific
Officer
of
Cognitive
Edge,
a
research
network
that
focuses
on
the
development
of
the
theory
and
practice
of
sense-‐making.
One
of
the
founders
of
'Organic
Knowledge
Management',
he
is
an
acknowledged
expert
on
the
management
of
tacit
knowledge
and
has
developed
a
series
of
pioneering
methods
including
the
use
of
anthropological
techniques
for
knowledge
disclosure
through
the
ASHEN
model,
the
use
of
stories
as
an
advanced
form
of
knowledge
repository
(based
on
six
years
of
research
into
story
telling
cultures
around
the
world)
and
the
Cynefin
"Just
in
Time"
model
of
knowledge
transfer
between
formal
and
informal
communities.
He
regularly
consults
at
board
level
on
Knowledge
Strategy
with
some
of
the
Worlds
largest
companies
as
well
as
to
Government
and
NGOs.
Snowden
is
an
editor-‐in-‐chief
of
the
journal,
Emergence:
Complexity
and
Organisation.
Snowden
has
expertise
in
the
further
development
of
Story
Techniques
into
advanced
decision
support,
merger
and
acquisition
and
multi-‐cultural
communication,
and
using
Complexity
Theory
to
link
concepts
from
Learning
and
Knowledge
Management.
He
has
authored
many
articles
on
the
subject
and
contributed
commissioned
chapters
to
two
forthcoming
books.
Dave
Snowden
has
an
MBA
from
Middlesex
University
and
a
BA
in
Philosophy
from
Lancaster
University.
He
is
honorary
fellow
in
knowledge
management
at
the
Universities
of
Surrey
and
Warwick
and
teaches
on
the
MBA
programmes
at
Warwick,
Sophia
Antipolis
and
Piacenza.