Supported by Australian Government, managed by Cardno Introduction to the Market Development...

Supported by Australian Government, managed by Cardno

Introduction to the Market Development Facility

(MDF)


Market Development Facility

Fully funded by the Australian Government Department of Foreign Affairs and Trade (DFAT) and implemented by Cardno Emerging Markets.

Applies the “Market Systems” approach to facilitate private sector development.

Works primarily with private sector partners on business innovation to facilitate systemic change, improve sector competitiveness and enable support markets function better in order to improve the income of small farms and firms and create employment.


Where We Work

Fiji

Pakistan

Sri Lanka

Timor-Leste

Papua New Guinea


How We Work

Fiji

Pakistan

Sri Lanka

Timor-Leste

Papua New Guinea

Each country to have its own: Tailor-made country strategy Matching portfolio of sectors Dedicated country team

‘Held together’ by: Common hierarchy of objectives and

approach Centralized results measurement and

knowledge management system Centralized operational management

structure Core Leadership Team (from all countries in

MDF) manages quality and risk, operational efficiency, cross-fertilization (sharing, learning)

Mandated to apply a Market Systems approach Mandated to apply the DCED Standard for

Results Measurement in PSD Women economic empowerment framework

integrated


The Market Development Facility (MDF)

Women’s Economic Empowerment Strategy


Predominantly women-led and dominated sectors(Key ownership/managerial and/or decision making undertaken by women, with predominantly women playing critical roles within the sector as secondary tier actors)

Jointly-led sectors (Key ownership/managerial and/or decision making undertaken by men and women jointly)

Predominantly men-led sectors (Key ownership/managerial and/or decision making undertaken by men, but women still play various critical roles within the sector as secondary tier actors)

Predominantly men-led and dominated sectors (Key ownership/managerial and/or decision making undertaken by men, with far fewer women playing critical roles within the sector as secondary tier actors)

Focus on female led entrepreneurship, female

leadership and formal workplace improvements

Focus on ‘mainstreaming’ women’s economic empowerment

(Deep impact and, but scale often limited)

(Range of impact depth, potential to reach scale)

Key principles

Women are already vital actors in the economy. Thus market development work cannot segregate Women’s Economic Empowerment work. BUT…Women’s roles are often hidden/less visible and women face different, often greater, constraints.


Sector growth (incl. men and women)

Women lack access to services

Women lack access to simple technology

NOT

Sector growth (men)

Sector growth (women)

Market development should seek to reduce these constraints where possible, but this cannot be artificially driven, will not always be possible. And must be about enabling women to

contribute to and benefit from real growth.

Key principles


What is Women’s Economic Empowerment?

Agency

Access“A woman is economically empowered when she has both the ability to succeed and advance economically…

…and the power to make and act on economic decisions.”

This contributes to gender equality.


What is Women’s Economic Empowerment?

Agency Access

Decision making and

influenceWorkloads Access to

opportunitiesAccess to

assets/services

Economic Advancement

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Supported by Australian Government, managed by Cardno(SYSTEMIC CHANGES?)(5 DOMAINS?)

The Framework in Practice…

Portfolio includes sectors where

women are involved

directly or indirectly

WEE "needs" for sector growth

a.) identified within

Interventions or

b.) new interventions

initiated

Partnerships developed keeping in mind WEE needs in sector

MDF connects women to

relevant growth contributing to

Women’s Economic

Empowerment

i.e. In which of the sectors are women

engaged?

i.e. Which WEE domains do we

need to work in to connect women to

this growth?

i.e. Can partnerships

deliver change in WEE domains

relevant for sector growth?

i.e. Can we clearly define whether we

have contributed to WEE at sector level and

for MDF overall?


1

Goal: Pro-poor growth - increasing the incomes for men and womenIncreased

household income

Achieved via…

WEE actions supported by

MDF…

2 3 4 5Predominantly men

focused partnerships

Women not involved, women not harmed

Joint (men and women focused) partnerships or predominantly

women focused partnerships

Women involved, WEE constraints

presentFeasible WEE solution - and

partner has capacity and incentives:

Joint (men and women focused)

partnerships


present

Feasible WEE solution - and

partner does not has capacity and

incentives:


partnerships


present

No feasible market based WEE solution and thus partner has

no capacity and incentives:


partnerships

Women involved, but no specific WEE constraints, and

women not harmed

Women benefit by…

Increased access and/or agency,

increased economic

empowerment (via increased income)

MONITORING

(amendments to include activities for

WEE only if and when the circumstances

change)

PARTNERSHIP IMPLEMENTEDWITHOUT WEE

But

Supplementary partnerships with other partners implemented

(see green arrow above).

MONITORING

MONITORING

(amendments to include activities for

WEE only if and when the circumstances

change)

WEE ACTIVITIES WITH PARTNER IMPLEMENTED

Where partner has capacity but not

incentives:

NO PARTNERSHIP

Unless

1.) Supplementary partnership possible

(see green arrow above)

2.) Partnership has high strategic importance

MONITORING

COOLABORATION WITH ADVOCACY

OR RIGHTS BASED ORGANISATION

Leading to either

PARTNERSHIP (with precautionary measures, where

required)

NO PARTNERSHIP


increased economic

empowerment (via increased income)


increased economic

empowerment via increased income

Increased household income

(in some cases)


WEE and Systemic Change Levels of Systemic Change

Initial Intermediate Advanced Matured

WEE Are partners innovating their practices to women with access to services, jobs and other benefits as a result of their partnership with MDFF?

Do partners see a vested interest in targeting women and do they continue to act on this?

Are women continuing to have access to these services, jobs and other benefits after the initial incentives are finished?

and/or:

Are more women gaining access to these services, jobs and other benefits without additional programme incentives?

Do partners expand their targeting of women based on their experience of positive business outcomes?

Are significantly more women (not in the initial programme pilot) gaining access to these services, jobs and other benefits?

Are women seeing a benefit (income, access, time saving) as a result of their access to these services, jobs and other benefits?

Are there signs that women have increased decision making power over the benefits (income, access, time saving) accrued as a result of this access?

Are increasingly more women gaining sustained access to these services, jobs and other benefits?

Are women seeing a sustained increased benefit (income, access, time saving) as a result of their access to these services, jobs and other benefits?

Do other businesses/ a critical mass of businesses /leading businesses see a vested interest in targeting women and do they act on this?

Are there broader signs of increasing Women’s Economic Empowerment particularly in areas of agency (control over decision making in general and economic life in particular)?

AccessAgency

EMPOWERMENT


Market Parameter Beginning State Initial Intermediate Advanced Matured Expected High

State

WEE

Women are integral part of farming households but rarely get access to skill and opportunities and markets that would help increase productivity of the household. With MDF partnership some of these women are getting better access to markets/skills.

Women being integral part of farming household benefit from supplying to vendor high volume, quality produce for the hotels and resorts; they are better skilled and have better access to markets leading to more income and more decision making and influencing powers. Vendors are customizing their efforts to include women in their outreach programs

WEE and Systemic Change

AccessAgency

EMPOWERMENT

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Questions?


Thank you


Market Development Facility (MDF)

Systemic Change in Practice


MDF Market System

End market

End market

Support Market

Support Market

Support MarketSu

ppor

t Mar

ket

Tradearrangements

Tradearrangem

entsEnabling

private servicesEnabling

private services

Enablingprivate services

Productioninput

Productioninput

Prod

uctio

nin

put

Enab

ling

publ

ic s

ervi

ceEn

ablin

gpu

blic

ser

vice

Supportiveinfrastructure

Supportiveinfrastructure

Poor female and maleproducers, employers

and consumers

Growth Sector

Growth Sector

Growth Sector

Business norms and social conventions

Subsidies

Externalities


Market Actors Market Parameter Beginnning State Initial Intermediate Advanced Matured Expected High State Assessment

WEE

InclusivenessBeneficiaries

Scale

SustainabilityBusinesses and Institutions

Autonomy

Resilience

Framework at a glance


Questions Parameters Definitions

Are there appropriate incentives for the market players that interact with poor people to continue, expand and adapt the new business model?

Autonomy Independent action by businesses or other market players to adopt and/or improve a business model promoted by the programme.

Sustainability The extent to which the business model promoted by the programme is sustainable and/or profitable.

Resilience The extent to which the market system supporting the business model can adapt to stay competitive, take advantage of new opportunities and recover from adverse shocks.

Is the adoption and adaptation of the new business model continuing to serve the interests of poor people?

Inclusiveness The extent and depth to which the business model as practiced by market players includes and benefits the target group

Scale The proportion of the potential target group that gets the goods, services and/or jobs promoted by the programme.

Women’s Economic Empowerment The extent to which the business model includes and benefits women in income, access to opportunities, assets, life chances, jobs workload and decision making.

Systemic Change Parameters


Market Actors Market Parameter Beginnning State Initial Intermediate Advanced Matured Expected High State Assessment

WEE

Women are integral part of farming households but struggle to get market access, access to skil ls, farm employment leading to low income; women work on an average 6 hours day on farming beyond their household activities

Exporters are doing more to actively involve women because of the benefits to their business. As they do so, farm household and the women benefits in terms of better access, skil l and employment. Owing to introduction of appropriate technology, work hours for women in agriculture is reduced. Overall women in horticulture feel more empowered

The business case is showing more ownership but needs to be

supported more to make it more resilient and more commerically

driven

Good impact is being achieved in terms of inclusiveness and scale. The impact on WEE is likely to

follow on soon.

Inclusiveness

Other than what has been agreed with the partner in the agreement, there is no active interest to expand supply chain

Exporters are reluctant to invest in strenthening a supply chain that includes small farmers and prefer spot transactions

There is l imited and dysfunctional public/private cooperation in the agro input market sales; input providers lack finance and logistical support and doesn't readily adapt to new market opportunities.

Most farmers have limited access to export markets to increase productiviy and volumes, diversify and commercialise.

Businesses and Institutions

Exporters widely recognize the business case of setting up and managing their supply chains and providing extension services to small farmers as a profitable, long-term strategy.

The horticulture sector enjoys robust public/private cooperation, appropriate finance and logistical support and readily responds to new market opporutnities

At least 25% of farmers are integrated into export supply chains to increase productivity and volumes, diversify and commercialise.

Beneficiaries

Major Exporters see the value of interacting directly with farmers as supply chain and initiate activities on their own to include more farmers on their own.

Exporters tend to choose larger farmers as regular suppliers; hardly any include small farmes as suppliers other then those in MDF partnerships. For these farmers, farming is their sole income

Exporters actively manage supply chains and cooperate with small suppliers in long-term win/win relationships. Beneficiaries report signicant change in productivity and income

Autonomy

Sustainability

Resilience

Scale

Example


Thank you


Progression Indicators


Market Development Facility (MDF)

Results Measurement


MDF’s impact logic


MDF Facility

(Sectors)

(Country Portfolio)

Partnerships

(Sectors)(Sectors) (Sectors)(Sectors)

(Country Portfolio) (Country Portfolio) (Country Portfolio)(Country Portfolio)

Partnerships Partnerships PartnershipsPartnerships

1.) How do we know our partnerships are

delivering the change we anticipate?

2.) How do we plan and track whether these

partnerships are contributing to system-wide systemic changes?

3.) How do we ensure consistency, integrity and meaningfully aggregate

our results across all levels in a timely

manner?

MDF System requirements


Projections, indicators, measurement strategy, measurement planning

Intervention Guides

Sector Guides (including systemic change visions)

MDF Facility

Country Aggregation system

Intervention Guides (partnership actual

results and projections)

Facility Aggregation system

How the system is built


1. Sector Study (Sector Assessment Report)

2. Sector Strategy(Sector Strategy Report)

3. Intervention Design and Validation

(Partnership Agreement)

4. Implementation and Monitoring

4. Learning and Decision Making- Analysis of

Intervention and Strategy Review

4. Aggregation of Results

1. Sector Guide including Sector Results Chain

2. Intervention Guide including Intervention

Results Chain and Measurement Plan

3. Data Collection and Analysis

5. Reporting (Case Studies, Semester Report and Annual Strategic Plan)

Six Monthly (Six Monthly Review Meeting)

Developed post PA signing; projections are made, baseline is established & data is reviewed based on the MP and also semi-annually

Monitor activities as per PA; conduct EIA & IA per the Measurement Plan in

each IG

Updated annually every January

Six monthly review report

RM and management


Fiji

Pakistan

Sri Lanka

Timor-Leste

Papua New Guinea

Key Lessons

Key Lessons learnt

Prove and improve – timely useful information - used by everyone!

Adaptive but streamlined system (balance country variety – consistency of dialogue)

Culture of integrity, rigour and curiosity (learning)

Capitalise on design improvements across countries – build on HR, methods,

experiences

Strong integrated RM HR – capacity building is key – RM is everyone’s job, building a

multi-country RM specialist team is key…not about policing but exploring

RM is both an art and a science – take an investigative journalism approach!

Keep to the core logic – key change steps not excessive complexity

RM specialists

RM specialists

RM specialists

RM specialists

RM specialists

RM manager


Thank you

Supported by Australian Government, managed by Cardno Introduction to the Market Development...

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