In August 2013 ICCO Regional office South-East Asia organised a DCED & M4P workshop in the Philippines, aiming at practicing the DCED standard and M4P approach for three specific produces, chosen by the participants: muscovado sugar, rice-duck farming and seaweed. DCED – Donor committee on Enterprise development – standard provides an 8-step quality tool to measure credible results on the impact: income, job employment and scope. The key DCED instrument is the result chain that visualizes all changes and actors in a logical sequence and linkages.
M4P – Making Markets Work for the Poor – concept provides the necessary basis to elaborate the necessary systemic changes in the market in order to arrive at greater scope and impact for smallholders. FSAS, Ben Haagsma was requested to facilitate this workshop jointly with André Vording of ICCO Global office.
The elaboration of the result chain constituted the key exercise during the workshop. This was done in several rounds, each step adding to the quality and logic of the programme. After determining the final change (= impact) for the smallholders, the underlying smaller or intermediate changes were identified. Each change specified the actor involved: whether the smallholders, or service providers, traders, (micro) finance, government or researchers. The facilitators took care that enough time was taken for these discussions! Rushing this part is detrimental for the quality.
A strong result chain is based on the clear understanding of the business case of the chain. What triggers the key actors to further invest in the chain, needed to create uptake by producers? This business case was determined for each produce and was a key input in the result chains.
The M4P approach makes it perfectly clear that NGOs need to change their roles. They must play the facilitation role, not being the sole provider of subsidized services to a limited number of smallholders, but working with other Value Chain players to realize outreach and impact. That change is fundamental and necessary in order to increase the scale of their impact and to achieve systemic changes in the market and sector.
Participants enjoyed the clear visualization of their value chain; seeing the role played by all different VC and the sequence of changes each of these actors have to walk through in the result chain. And, importantly too, the implications this has for their own planning and budgeting of the activities.
The result chain does not only neatly visualize the chain of changes necessary for impact, but it was also quickly seen as the management tool for implementation and M&E and learning. Moreover, participants concluded that these result chains would also perfectly apply for other, social development sectors.