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

2

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