Download - imGoats research strategy
Research StrategyRanjitha Puskur
September 2011
Objectives• Piloting organizational and technical
models for goat value chain development
• Documenting, communicating and promoting appropriate evidence-based model(s) for sustainable, pro-poor goat value chains
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Research = Systematic LearningGood
developmentproject
Rigorous scientific research
• Action research
• Participation
• M+E
Aim: Improve performance and optimise local outcomes
• Theory
• Hypotheses
• Sound methods
Aim: General lessons and understanding to improve global outcomes
Research framework• designing and implementing active
and prospective research to improve the value chain
• not just to improve understanding of the livestock issues, but being able to influence actions of relevant stakeholders
• impact taking priority over mere knowledge generation
Livestock system context-Biophysical -Technical-Social -Economic
-Political - Institutional
System diagnosis
Drivers/Factors-Preferences -Policy and institutions
-Knowledge -Culture-Risk and vulnerability -Infrastructure
-Environment-Markets - Technology
Current state of a livestock issue
Current actors, alignment and practices
ResearchFramework
Pilot testing of interventions
Design of interventions-Capacity building of actors
-Enrolment and alignment of actors - Changes in institutions/incentives
- Technical options
BaselineContext DriversActors Linkages
Changes-Actors -Institutions
-Alignment -Organizations-Practices -Policy
M&E andLearning
Lessons and
principles
ResearchFramework
(contd..)
Major methodological challenges
• addressing diversity in innovation and livestock systems contexts
• how more generalizable results can be generated from location-specific research
• how to do this at larger scales
Innovation Platforms Producer
Hubs
Improved communication and co-ordination among
VC actorsImproved access of producers to
services and markets
Improved productivity through technical & service delivery
interventions
Changes in Knowledge, Attitudes, Capacity and Practices of VC actors
• Improved Incomes• Reduced poverty• Enhanced food security and
nutrition
Improved benefits from VC for various
actors
Key Research QuestionsUnderstanding effectiveness of models and generating evidence:
• What is the potential of Innovation Platforms and Goat Producer Hubs as mechanisms to changes in practices of goat VC actors and, enhance market access and performance of goat value chains?
• Do IPs and Hubs lead to equitable and sustainable benefits for the value chain actors?
• What determines the performance of IPs and Hubs? In what contexts and under what conditions can such models be replicated? 9
Key Research Questions• How have the technical and organizational
interventions contributed to increases in productivity of and incomes from the goat systems?
• What are the enhanced value added and benefits to actors in the value chain due to interventions?
• How may the changes in practices of VC actors potentially lead to welfare gains?
• What are the potential environmental implications of goat value chain development in the project areas? 10
– Learning-oriented M&E–Baseline studies–Outcome mapping
– Focused research/studies (ILRI, BAIF, CARE, students, consultants)–Value chain analysis–Others based on
information/knowledge needs identified by IPs and partners – technical and marketing aspects
The approach
Baseline studies+
VCA
Inform intervention planning in IPs
Identify furtherknowledge needs
intervention testing - M&E of processes,
outputs and outcomesFocused studies
Impact assessment
A hybrid approach to M&E
• a participatory M&E framework (including quantitative and qualitative dimensions) which is focused on changes in behaviours , practices and capacities of value chain actors
• + logframe based indicators to generate a project baseline for measuring the performance of the value chains, innovation platforms and hubs
People and outcome oriented M&E..
OM is people and outcome-oriented and focuses on behavioral change within those partners that a project or programs aims to influence directly
OM can be used to develop a map of what progress towards success would look like in terms of changes in behaviour of, for example, goat producers and other actors in the value chain including traders and actors providing support services and enabling environment, which are not easily handled through the logframe
Outcome mapping – as a tool to support action and learning
• What do we want to achieve through this project and how – Define Vision and Mission
• Identify partners we work with – boundary and strategic• What kind of changes do we want to see in their
practices and behaviours, to achieve the vision and mission?
• What strategies can the project use to influence these changes?
• What kind of indicators (progress markers) will help us track the progress in achieving this?
• How and when to monitor these indicators and how to analyse them?
Progress markers – some examples
Production actors Post Production actors
Expect Producers (especially women, vulnerable, marginalized) joining groups
Representatives from producer groups meeting with other VC actors
Producers treating their animals regularly
Producers selling their animals in a planned manner
Producers producing more goats Producers selling more goats
Attending meetings with other VC actors
Sharing information related to market demand with other VC actors
Acting on decisions taken at IP meetings
Progress markers – some examplesProduction actors Post production actors
Like Producers groups meeting regularly to address VC issues
Producer groups acting on decisions taken at IP meetings
Producer groups acting on decisions taken at (internal group) meetings
Producer groups using innovative environmentally sound technologies for goat production
Producers selling animals to take advantage of seasonality in demand
Producers producing more goats Producers actively seeking and
paying for para-vet/field guide services
Acting on decisions taken at IP meetings
Utilizing shared information and engaging in joint action with other VC actors
Progress markers – some examplesLevel
Input and Service Providers Enabling Agencies
Expect
Para-vets/field guides completing training course
ISPs meeting with other VC actors ISPs offering services (making services
available) at village level
Enabling agencies engaged in dialogue with VC actors and strategic partners about the development of goat sector
Like ISPs acting on decisions taken at IP meetings
Collecting and disseminating market information to others in the VC
ISPs providing timely, continuous, reliable and affordable services at village level
Para-vets/field guides actively engaging in aggregating animals at community for animal management and marketing purposes
Public, private & NGO sector promoting and/or developing the goat sector
Carrying out market surveys to identify new markets and opportunities for expanding existing markets
Enabling agencies investing in development of advanced technologies
Enabling agencies stimulating public-private sector joint investments
Enabling agencies investing to establish infrastructure with all basic facilities
Enabling agencies facilitating documentation of diverse experiences and dialogue amongst policy makers, researchers and development practitioners
Tools and Protocols
• Tools and protocols being developed to track indicators and processes
Orgnaizational and VC actor level behavioural changes/outcomes
VC actors have access to new knowledge and information and, follow improved practices
Changes in KAP of VC actors, changes in knowledge sources and type of information received
Enhanced responsiveness of VC actors to needs articulated by producers
Number of demand driven technologies and services developed for and used by the producers; Process of the articulation of needs documented
Enhanced innovation capacity of actors to respond to emerging opportunities and challenges
Social networks, Changes in types of knowledge and information they have access to, Access to services which enable them to innovate, Innovations tried
System and value chain level changes
Improved co-ordination among the VC actors
Improved two way flow of information; synchronized supply-demand; jointly planned market events
More transparent and joint decision making strategies through improved communication among VC actors including prodcers
Changes in the level, types of communication, and protectiveness of information amongst VC actors
Increased awareness of market conditions (consumer preferences and demand) amongst VC actors
Types of and content of information and knowledge sharing mechanisms amongst VC and IP actors
Equitable distribution of benefits along the chain
Changes in the net benefits accrued along the value chains
Reduced risk for VC actors Changes in risks as perceived by the VC actors
Producer level outcomes
Enhanced knowledge of improved production and marketing
KAP of producers
Improved access to and use of services that enhance goat productivitiy
Access and level of use of services by target male and female headed households
Use of production technologies and practices that are productivity enhancing and environmentally sustainable
Level of use of tested feed options; use of controlled breeding and improved housing; use of preventive and curative health options
Improved productivity of goat enterprises
% Changes in the productivity level of goat meat, milk and skins - kid and adult mortality; (include productivity indicators)
Enhanced access to old and new markets/market segments
Increased market choices for input and output markets
Number of new markets/market segments being acessed
Higher offtake of live animals and meat Improved enterprise profitability
(meat, milk and skins)% change in net profits of target male and female households that are producing goats
Improved innovation capacity of producers
Social networks, changes in types of knowledge and information they have access to, access to services which enable them to innovate, innovations tried
ILRI is creating and integrating knowledge
to enable diverse partners to find
innovative solutions to make livestock a
sustainable pathway out of poverty