BDS market development guide.pdf - PACA

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60 within the confines of a formal and accountable donor agency. In these circumstances, working with a buffer facilitator (probably a business or an NGO) may be necessary. # Accountability and Flexibility in Project Designs: inherent within any move toward a more facilitative approach (and arguably any move towards institutional rather than organizational development) is a need for greater flexibility in project designs. Although market development projects will still have activities and outputs that aim to achieve positive impacts (so logframes are still applicable), when dealing with something as elusive as a dynamic market, planning frameworks need to take account of this reality by giving facilitators themselves an opportunity to be pro-active and entrepreneurial. # People: intervening to support market development requires a good understanding of business and markets that is often foreign to people from a conventional development background. Staff selection and development therefore need to focus on building this capacity. # Scale of Support: many of the failings of the past in BDS have stemmed from donors’ priority to spend budgets efficiently rather than to have a positive impact on markets. The history of BDS is littered with severe and lasting distortions caused by too much donor money in the wrong place at the wrong time. Unlike say, microfinance, where large-scale disbursements (for on-lending) are possible, 40 interventions that achieve BDS market development will usually be relatively small-scale, with multiple partners, and, inevitably, involve hands-on management. Using umbrella project structures as well as facilitators may help to overcome this problem. # Criteria for Assessment: measuring performance in relation to market indicators has clear implications for approaches to evaluation. Furthermore, in some instances, as part of a transactional relationship, provider rewards may be based on performance against agreed targets. # Beyond the Mantra of Donor Collaboration: BDS markets in developing countries, especially those that are poorest and least developed, are often fragile, having been subject to a variety of more or less (usually less) positive influences over many years. The BDS market-development approach cannot hope to work if donors don’t agree to its basic tenets and, if not in harmony, agree not to undermine one another’s efforts. This places greater pressure on donors to work meaningfully with one another and with governments to create a consensus over the long-term picture and how to get there. 40 Although many would argue that this is also distorting capital markets. Microenterprise Best Practices Development Alternatives, Inc.
61 CHAPTER FIVE HOW DO WE ASSESS OUR PERFORMANCE?—MONITORING AND EVALUATION BDS INTERVENTIONS Common approaches to monitoring and evaluation in BDS aren’t of much value to anyone. They neither help organizations improve their performance nor prove impact in a rigorous manner. New approaches need to reflect the different focus of market development interventions and practice a more-balanced realism about what why we measure and what we can and cannot measure. This chapter outlines some distinctive features of approaches to monitoring and evaluation from a market-development perspective. The chapter first summarizes key common characteristics of monitoring and evaluation but then focuses on major differences with regard to what is measured, how we measure, and why we measure. The chapter concludes by highlighting some outstanding issues in monitoring and evaluation that are the subject of current debates. Key Questions: 1. The basics of monitoring and evaluation don’t change—so what are they? 2. Given the emergence of the BDS market development approach, what should we measure? What should be our priority indicators? 3. What changes in measurement methods are necessary? 4. What are the implications of this new approach on the reasons for measurement? 5. What outstanding issues still remain in monitoring and evaluation in BDS? COMMON BASIS OF MONITORING AND EVALUATION: SOME THINGS DON’T CHANGE Although many things are significantly different from a BDS market development perspective, much remains the same. This applies particularly in monitoring and evaluation —a “standard” function in all development interventions. Although BDS market development poses major challenges for monitoring and evaluation practices, much else is shared with the “old” approaches. The basics of monitoring and evaluation are unchanged, and these need to be summarized briefly before we focus on key differences between the “old” and the “new.” Dimensions of Performance Monitoring and evaluation is about assessing performance according to four broad dimensions or criteria. Together, these offer a comprehensive picture of an intervention’s characteristics—a filter with which to assess performance: Chapter Five—How do We Assess Our Performance?— Monitoring and Evaluation BDS Interventions
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BDS Market Development: A Guide for
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Alan Gibson is a co-founder of The
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ii CHAPTER FOUR HOW DO WE GET THERE
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iv Table 1 Implications of Differen
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vi How to Use This Guide: A Quick R
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2 • To address poverty, governmen
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4 • Potentially, a range of provi
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6 Figure 2: Flows of Services in th
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8 • Efficiency—The cost bases o
Page 20 and 21: 10 • Advocacy: for the business c
Page 23 and 24: 13 CHAPTER TWO WHERE WE ARE NOW—A
Page 25 and 26: 15 The flow diagram of an effective
Page 27 and 28: 17 KEY CHARACTERISTICS OF EFFECTIVE
Page 29 and 30: 19 Figure 7: Quadrant of Supply-sid
Page 31 and 32: 21 • Consumers—such as female-o
Page 33 and 34: 23 WHERE SHOULD INTERVENTIONS FOCUS
Page 35 and 36: 25 Figure 10: Matching Market Analy
Page 37 and 38: 27 CHAPTER THREE WHERE DO WE WANT T
Page 39 and 40: 29 Markets are institutions. Develo
Page 41 and 42: 31 What Needs to Be Done?—Key Sup
Page 43 and 44: 33 Box 7: Key Considerations in Ass
Page 45 and 46: 35 Figure 12: Functions of the Stat
Page 47 and 48: 37 Table 2: Sustainability Framewor
Page 49 and 50: 39 CHAPTER FOUR HOW DO WE GET THERE
Page 51 and 52: 41 Figure 13: Where to Intervene to
Page 53 and 54: 43 • Consistent Policies and Appr
Page 55 and 56: 45 • Have been developed to be pe
Page 57 and 58: 47 Avoiding overloading may involve
Page 59 and 60: 49 C For new product development, a
Page 61 and 62: 51 • Precisely, what are they goi
Page 63 and 64: 53 Existing MARKET (sub-sector, ent
Page 65 and 66: 55 To Reach Female-Owned Businesses
Page 67 and 68: 57 C Informal, and C Individuals. T
Page 69: 59 The drawbacks of tender-based se
Page 73 and 74: 63 • How well?—the quality dime
Page 75 and 76: 65 day income * This highlights key
Page 77 and 78: 67 Beyond SMEs—Unchanged Indicato
Page 79 and 80: 69 Figure 16: Measurement Methods i
Page 81 and 82: 71 • Donors may be interested in
Page 83 and 84: 73 and poverty reduction? Or is the
Page 86 and 87: A-3 KEY REFERENCES Anderson, Gavin,
Page 88 and 89: A-5 Hitchins, R and Gibson, A; "The
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