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Implementing M4P? HR and Flexibility: Katalyst Perspective

This workshop presentation by Manish Pandey explores the Making Markets Work for the Poor (M4P) framework, emphasizing the importance of human resources, industry expertise, and flexibility in delivering effective market development strategies. The session covers challenges and responses in promoting rural and urban economies, with a focus on agricultural and small enterprise growth. Step-by-step strategies include understanding market failures, developing partnerships, and adapting to evolving conditions. Key lessons highlight the need for donor coordination, knowledge management, and a rigorous approach to measurement and impact assessment.

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Implementing M4P? HR and Flexibility: Katalyst Perspective

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  1. Implementing M4P? HR and Flexibility: Katalyst Perspective Manish Pandey Making Markets Work for the Poor Workshop Bangkok, Thailand November 26, 2008

  2. Katalyst-Bangladesh

  3. 2 1 2,3 Challenges, Responses • Delivery concept • Human resources • Industry “experts” • “Experienced” • “Qualified” K Portfolio Rural and Urban Economy Entrepreneurial Innovative Capacity building • Step 1: Understanding: growth potential, market failures, leverage points • Step 2: Developing strategies • Step 3: Finding opportunities, partners • Step 4: Deal making, risk taking • Step 5: Monitoring and adjusting Academic Business like

  4. Rural Economy: Agriculture and secondary towns Agriculture Small enterprises in secondary towns Maize Poultry Vegetables Agro-export Fishery Leasing ICT Services around Haats Policy advocacy Mass Media Flowers Seeds Compost Fertilizer - Rural Marketing ’ K Portfolio-E.g. Successes Failures ’

  5. Challenges, Responses • Working through others • Replication • Outreach • Internal structures and processes • Project size • Divisional methodologies • Silo structures • Coordination • Capacity building of co-facilitators • Replication and scale through • private sector • government • Manageable span of control, flexibility • Knowledge management • Uniform methodology with wider definitions • Meetings, planning

  6. Challenges, Responses • Institutional setting • Government “ownership” • Donor coordination, harmonization • Time horizon • 5 years • Early impact Autonomy Improved over time, consortium Built on trust and empathy

  7. Design and Monitoring Methodology and approach take time to evolve Agree on impact logic & indicators Clarify institutional setting Invest in knowledge mgmt Evolutionary path of the project Donor harmonization through consortium Lessons Implementation • Project led at private sector’s pace • Portfolio includes success and failure • Slow start, “burn rate” • Limited capacity of co-facilitators • High costs of frequent reviews & adjustments • Internal communication needs of donors

  8. Poverty Alleviation Enterprise Competitiveness Service Markets Development Activities Flexibility with rigor BDS market development Market development • Project Identity? • What are you? • The “field” • Methodology and approach • Where is the impact? How do you measure? • Impact logic, LFA • M&E M4P Clusters approach UAI Market Systems PACA SBS MDA Enabling Environment 3rd Party Impact Assessment? Donors M&IA Manual Project Project

  9. What is it all about? Capacity Orientation Business attitude Academic rigor Result orientation

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