Field Staff Capacity for Market Facilitation
MaFI WebinarOctober 14, 2009
Thulasy Balasubramaniam,
Agriculture Value Chains Team
Engineers Without Borders Canada (EWB)
Overview
Introduction to EWB (2 min) Our work on organizational capacity (3 min) Field Staff Capacity Tool (20 min) The Tool as part of a larger process (10 min) Q&A
Introduction to EWB
Over 50 organisations in Africa on organisational capacity
Zambia, Malawi, Ghana, Burkina Long term secondments to partner
organisations to provide on-the-job support Dedicated support to over 15 organisations in
Zambia/Malawi for market facilitation We’re learning!
Our Hypothesis
Sustainable Change
=
Our Hypothesis
Sustainable Change
=Value Chain Approach
Market Facilitation
Our Hypothesis
Sustainable Change
=Value Chain Approach
Market Facilitation
Organisational Capacity
Key Elements of Organizational Capacity
Market
1. Field Staff
2. Management
4. Culture
5. Donor Relationships
3. M&E systems
We started with field staff…
We started with field staff…
• How does it differ from what I’m doing now?
• Why is this different?
We started with field staff…
• How does it differ from what I’m doing now?
• Why is this different?
• Am I able to do that?
We started with field staff…
• How does it differ from what I’m doing now?
• Why is this different?
• Did I make the right decision?
• Am I able to do that?
Significant Behaviour Change
Traditional Agriculture Project Market Value Chain Facilitation Approach
• ‘Known’ context (e.g., production, farmer and community level environment)
• Complex and dynamic system• Limited ability to predict outcomes
• Activities are more like service delivery • Linear set of activities
•Activities need to address overall systemic constraints•Adjust to dynamic nature of market• Organization needs to focused on learning and adjust activities
• Farmer focused • Neutral position and catalyzing adoption and ownership within value chain players but not becoming part of it
• Relies heavily on agronomy knowledge • Also needs business acumen
Creating the Field Staff Capacity Tool – Describing Desired Behaviours
Roles of Market facilitator
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Foundational Attitudes and Capacities
Using the Field Staff Capacity Tool – Example: Communicator (pg. 3)
Key Capacity Level 1 Level 2 Level 3Messaging: effective communication of information to various audiences using a variety of media, ensuring the information is tailored to the audience.
With direction, delivers pre-tailored messages, primarily to farmers.
Is able to focus information and deliver messages to farmers on own. With direction, delivers pre-tailored messages to other market actors.
Confidently delivers tailored messages to farmers, market actors, and other stakeholders (including management) with the intention of influencing decisions/discussions.
Active listening: engaging with and focusing on a speaker to deeply understand and appreciate what they are trying to convey to you.
Listens passively. Asks few clarifying questions.
Shows engagement with speaker through body language. Asks few questions to gain understanding.
Asks insightful questions, validates the speaker’s feelings and points, and encourages the speaker; leaves the speaker feeling ‘heard’
Investigative Reporting: constantly seeking to understand and share that understanding.
When directed, prepares narrative reports that log what happened.
Prepares concise reports that detail observations and provide analysis of those observations.
Constantly asks “why” the situation is as it is. Reports concisely and proactively with observations, analysis, and implications of the project work.
Using the Field Staff Capacity Tool – Foundational Skills and Characteristics (pg. 8)
Thinking Doing
Data Analysis: Able to gather evidence (quantitative and qualitative data), evaluate it, theorize trends and develop insights. Competent in statistical and mathematical analysis.
Manage Complexity:
Intelligently and continuously analyses large amounts of information about a complex system. Constantly steps back and looks at the bigger picture.
Strategic Thinking:
Prioritizes and plans activities based on achieving long-term outcomes.
Decision-making:
Makes confident decisions quickly based on sometimes imperfect information. Shows good judgment in ambiguous situations.
Self-Awareness: Humble, open, aware of own biases and assumptions.
Organized: Coordinates a number of different tasks involving a number of different actors at once.
Efficient Achieves outcomes quickly. Is resourceful and good at time management.
Independent Is able to work autonomously, with very little guidance.
Determined Is persistent, willing to keep trying despite experiencing failure. Is focused on the outcome and will do whatever it takes to make it happen.
High-Performing Strives for excellence in their work. Motivated by success in achieving goals.
Using the Field Staff Capacity Tool – What we found
Great Communicators and Relationship Builders, but only with farmers
Have latent understanding of Business Person role, but it needs to be extracted and exercised
Weak Coaches, need practice giving and receiving feedback, also need clarity on intensity (heavy/light) and timing (sequencing) of approach
Talent for Innovation, but do not feel the freedom to do it
Strong doers, weak thinkers
Lessons Learned
The Tool doesn’t measure field staff knowledge of value chain development or market facilitationField staff have high knowledge on the technical
aspects of agricultureBut they have low knowledge on value chain
development
Lessons Learned
The Tool doesn’t measure field staff knowledge of value chain development or market facilitationField staff have high knowledge on the technical
aspects of agricultureBut they have low knowledge on value chains
development The Tool describes behaviours but doesn’t help
cultivate desired attitudes and judgmentSignificant behaviour change is required
The Tool as part of a larger process…
Address Gaps Skills
Create Behavior Change
Attitude/Judgment
Trigger Mid-Set Shift
Knowledge
The Tool as part of a larger process…
Address Gaps Skills
Create Behavior Change
Attitude/Judgment
Trigger Mid-Set Shift
Knowledge
The Tool!??
??
Knowledge – Trigger Mind-Set Shift
Global Enabling Environment
National Enabling Environment
Financial (cross cutting)
Input Suppliers
Sector specific providers
Cross-cutting providers
Producers
WholesalersExporters
National Retailers
Processors/Traders
Global Retailers
Knowledge – Trigger Mind-Set Shift
•RelationshipsR•Ownership (Learning)O•Incentives (Benefits)I
Attitude/Judgment – Create Behaviour Change
Management
Field Facilitators
Donors
M&E as Reporting & Accountability• Longer time frame• Reporting to donors
1
Markets
2
M&E as Knowledge Management• Captures information• On-going and quick feedback loops• Improve decision making• Adjust interventions• Supports staff
Conclusions
Address Gaps Skills
Create Behavior Change
Attitude/Judgment
Trigger Mid-Set
ShiftKnowledge
Field Staff Capacity Development is an on-going process
Conclusions
Management approach is key
Management
Approach
Donor Relationsh
ips
M&E as a manageme
nt tool
Field Facilitators Capacity
Organizational
culture
Questions for you
Do you have feedback on the tool and the conclusions we’ve reached while using it?
What does it take to operationalize an on-going process of staff development?
How can we best select and support managers to manage this process?
What can donors do to create space for management to support their staff while managing an emergent strategy?
What can we do, as a community of practice, to ease this shift?
Questions??
…and thanks!