Learning to Achieve Results
Market Assistance Programme,
Kenya
Michael Field
Mike.Field@adamsmithinternational.com
October 2012
BREADTH
What Results Are We Looking For?
B.
EARLY MAJORITY
D.
SOLUTION-SEEKING
A.
EARLY ADOPTERS
C.
ADAPTATION
DEPTH
2
Market System Compared to
Traditional Programme
Phase 2
Phase 3
Phase 4
High-level Impact
Phase 1
Time
Project Lifetime
Market systems project impact profile
Direct intervention impact profile
What I Need to Track
High-level Impact
Phase 1
Phase 2
Phase 3
Phase 4
How the change process happened is
a better predictor of future results
Time
Project Lifetime
Market systems project impact profile
Direct intervention impact profile
Learning Framework
• Theory of Change
• Results Chains
• Learning Process
Theory of Change
General definition:
Theories of Change posit the underlying causes that
are driving poor performance and resulting limited
benefits accruing to the poor.
Theories of Change then provide an overview of the
systemic change needed to improve performance,
with a specific focus on how the poor will benefit from
improved performance.
6
Cotton Theory of Change
Three interconnected systemic
weaknesses that are driving poor
performance within the cotton market
system would need to change
1.
2.
3.
Enabling environment that is more transparent,
evidence driven and participatory
Supply chain management models that are more
performance driven
Retail inputs management models that are more
customer oriented and solution driven
Cotton Results Chains
Shift CODA
Strategy
Shift Ginners
Supply Chain
Strategy
Shift Retail Inputs
Strategy
Upgrade capacity
to deliver
Evidence Driven
Shared Decision
Making
Upgrade capacity
to deliver
Performance
Based Incentives
Drive Behaviour
Upgrade capacity
to deliver
Customer
Oriented
Operational
Focus
Greater
Alignment of
Market
Incentives that
Drives Improved
Performance
Throughout the
Market System
Pathway of Change = Results
Market not working
for the poor
Market working
better for the poor
Performance – capacity and
practice
Rules and incentives
Relationships –
core/interconnected
Ownership of change process
Exit
BREADTH
Copying & crowding-in
Number &
types of
actors
engaged
DEPTH
Entry Trial & pilot
Number &
types of
functions &
level of
adaptation
9
Pathway of Change = Results
Market not working
for the poor
MOMENTUM towards Pro-Poor Growth
Performance – capacity and
practice
Rules and incentives
Relationships –
core/interconnected
Ownership of change process
Number &
types of
actors
engaged
Number &
types of
functions &
level of
adaptation
Solution Seeking
Exit
BREADTH
Copying & crowding-in
DEPTH
Entry Trial & pilot
Market working
better for the poor
Multi-faceted LEVERAGED Interventions
10
Learning Process
Collective Learning
Drives Follow-on
Facilitation Activities
Project Management and
Staff Assess Against
Results Chains
Observations
Market Not
Working for
the Poor
Behaviors
TIME
Market
Working
for the
Poor
Learning Process
Collective Learning
Drives Follow-on
Facilitation Activities
Project Management and
Staff Assess Against
Results Chains
M&E and Facilitation Teams
Integrated – Knowledge
Management:
• Quarterly team reviews against results chain
– rolling portfolio review
• Team and project exchanges to constantly
test hypothesis of results chain
• Managerial practices that create an
appropriate operating culture that learns and
adapts
• Tacit knowledge capture
• Explicit knowledge capture
Observations
Market Not
Working for
the Poor
Behaviors
TIME
Market
Working
for the
Poor
Learning Cycle
Collective Learning Drives
Follow-on Facilitation Activities
Project Management and Staff Assess
Against Results Chains
Adjusted
Facilitation Activities
Observed
Behaviors
Behaviors
Behaviors
Market Not
Working for
the Poor
Adjusted
Facilitation Activities
TIME
Market
Working
for the
Poor
Key Take Away Messages
 Results = System Capacity To Solution Seek = Sustainability
 The overall strategy grounded in the theory of change
 The results chains provide the learning framework and drive
which indicators are key – behaviour change, process
indicators that show:
 Ownership of change processes, i.e., adaptation
 Practice and capacity especially around evidence seeking
for decision making
 Changes in rules and relationships that drive solution
seeking behaviours
 The pace of the learning cycle is critical and depends on
management practices/operating culture that values evidence
and learning