Florence Kondylis & Mattea Stein Development Impact Evaluation Initiative Agriculture & Local Development: AADAPT launched in Africa, Apr 2009 Since then, launched in 2 more regions Over 40 ongoing impact evaluations Finance & Private Sector Development: DIME FPD Global launched, Dec 2010 22 ongoing impact evaluations across 4 regions What work has been done? What are we going to learn? 3600 tour of DIME-GAP collaboration and ongoing work in both sectors Detailed project-specific learning plans: Irrigation management in Mozambique Trust and reputation for SMMEs’ market expansion in RSA Technology Adoption Irrigation & Water Governance Farmers’ Groups Ethiopia Ethiopia Andhra Pradesh (AP) - Improved Coffee & Poultry varieties: Who adopts, and to what effect? - Farmers innovation funds: identification and adoption Tanzania - What’s the impact of partly relaxing the financial constraint on fertilizer adoption? - What targeting mechanisms are best at reaching the intended participants? - What fee collection mechanisms work best? - What’s the impact on the Quality & Quantity of water used domestically? Tamil Nadu (India) - What is better water management? - What incentives best encourage farmers to adopt “good” management practices? - How can we best encourage the rural poor to build their own institutions to improve their livelihoods and quality of life (health, credit, and agricultural interventions)? Brazil: “Productive Projects” (Cearà, Recife, Paraiba) - CDD: What’s the relative effect of proposal facilitation alone /facilitation + subsidy? Small-scale irrigation project in Mozambique Not a typical brick-and-mortar project. Government is asking: How can farmers best manage their irrigation schemes? How to ensure that farmers get high returns? Interventions of particular interest Market information; Production coordination (horticulture +); Irrigation Organization formation Exploit the development path of the project to test each intervention individually and inform implementation on the go (gradual scale-up) Years 1/2 Years 2/3 Years 4/5 Women Head of IO Coordination Intervention Regular IO Market Information 1 Women Head of IO No Coordination Regular IO Project Area Women Head of IO Coordination Intervention Regular IO Market Information 2 Women Head of IO No Coordination Regular IO Years 1/2 Years 2/3 Years 4/5 Women Head of IO Coordination Intervention Regular IO Market Information 1 Women Head of IO No Coordination Regular IO Project Area Women Head of IO Coordination Intervention Regular IO Market Information 2 Women Head of IO No Coordination Regular IO Years 1/2 Years 2/3 Years 4/5 Women Head of IO Coordination Intervention Regular IO Market Information 1 Women Head of IO No Coordination Regular IO Project Area Women Head of IO Coordination Intervention Regular IO Market Information 2 Women Head of IO No Coordination Regular IO Years 1/2 Years 2/3 Years 4/5 Women Head of IO Coordination Intervention Regular IO Market Information 1 Women Head of IO No Coordination Regular IO Project Area Women Head of IO Coordination Intervention Regular IO Market Information 2 Women Head of IO No Coordination Regular IO Access to Finance Financial Literacy Training/Skills Development Uganda Brazil Cape Verde - Can a matching grant program relieve the financial constraints faced by SMEs, especially those owned by women? - Can financial literacy training for high school students/ their parents improve financial knowledge and change behavior, consumption & investment decisions? - Differential impact when targeting daughters/mothers? - Can skills development training for small scale industries improve worker efficiency, product quality and sales? - Does it help firms expand from local to regional markets? - Does it increase women’s participation in artisanship? Networks/ Information Institutional Environment Cross-country Learning Shaping the policy agenda Senegal South Africa - See NEXT: detailed example… -Does the computerization of court case entry improve the efficiency and transparency of the court decision process? - What is the impact on firms’ perception of the justice system, and on their investment decisions? - Study market failures that constrain the growth potential of the private sector: access to finance, market information, reputation, business environment, skills supply & demand, … - What is their relative importance, that is, which present the most binding constraints for SMEs? In South Africa, “closed” business networks impose large constraints on Small, Micro and Medium Enterprises (SMMEs) For their supply, Large Enterprises (LEs) rely on an “Old boy club” of LEs LEs dominate LEs’ supply chain Lack of network membership presents a barrier-to-entry for SMMEs ▪ No record, no reputation, do not inspire trust >> No network entry >> No market access LEs could internalize the risk associated with SMMEs’ lack of reputation (price discrimination) ▪ In the absence of a directory, very costly for LEs to search and screen potential suppliers among SMMEs Some groups are particularly disadvantaged Gender, Race, and Age-based discrimination Despite preferential procurement policies (e.g. Black Economic Empowerment initiative) The government proposes to create a virtual “marketplace” for SMMEs 1. Directory of SMMEs ▪ By size, location, sector ▪ Online and accessible through SMS queries 2. Reputation & Track Record Existing business history, relationships & Performance rating system Reduce LEs’ search costs? Reduce LEs’ screening costs? Improve SMMEs’ market access and customer base? Random assignment to Directory Directory + Reputation & Track Record Measure relative impact by gender, race and age power calculations to ensure measurability Directory (500 SMMEs) Women-owned SMMEs 1,000 SMMEs Directory + Reputation & Track Record Target Population: SMMEs in KwaZulu Natal province (500 SMMEs) Pilot Sample:: 3,000 SMMEs Directory (1,000 SMMEs) Men-owned SMMEs 2,000 SMMEs Directory + Reputation & Track Record (1,000 SMMEs) Directory (500 SMMEs) Women-owned SMMEs 1,000 SMMEs Directory + Reputation & Track Record Target Population: SMMEs in KwaZulu Natal province (500 SMMEs) Pilot Sample:: 3,000 SMMEs Directory (1,000 SMMEs) Men-owned SMMEs 2,000 SMMEs Directory + Reputation & Track Record (1,000 SMMEs) Directory (500 SMMEs) Women-owned SMMEs 1,000 SMMEs Directory + Reputation & Track Record Target Population: SMMEs in KwaZulu Natal province (500 SMMEs) Pilot Sample:: 3,000 SMMEs Directory (1,000 SMMEs) Men-owned SMMEs 2,000 SMMEs Directory + Reputation & Track Record (1,000 SMMEs) DIME-GAP works with governments to identify their key learning priorities and support them in getting answers in real time to move their agenda forward Work to place gender a the center of the policy debate ▪ Integrate gender into causal chains ▪ Think of gender-sensitive interventions Bring best technical advice on how to measure gender- disaggregated results ▪ Power calculations & Survey instruments that get to the answers Building and disseminating rigorous evidence on the relative impact of interventions by gender Big step towards making gender equality smart economics Radu Ban, DIME LSMS Team, DECRG Elena Bardesi, PRMGE Isabel Beltran, DIME Large team of external research partners Rui Manuel Benfica, PRMGE Alaka Holla, AFTPM Florence Kondylis, DIME Nandini Krishnan, AFTRL (AIM) Mattea Stein, AFTRL (AIM) Abdoulaye Sy, LCSSD JPAL, IPA, Yale, UC Berkeley, MIT, Harvard, UMD, etc Local universities & research centers Thank You Government of Malawi wants to promote “conservation agriculture” (pit planting) more efficient/responsible fertilizer use among maize farmers They are asking: What are the effective strategies to communicate about new technologies with farmers? How to boost technology adoption? Performance-based incentives Extension Agents No incentive Target population (villages) Lead Farmer Performance-based incentives (1/2 men, ½ women) No incentive Peer Farmers Performance-based incentives (1/2 men, ½ women) No incentive Performance-based incentives Extension Agents No incentive Target population (villages) Lead Farmer Performance-based incentives (1/2 men, ½ women) No incentive Peer Farmers Performance-based incentives (1/2 men, ½ women) No incentive Performance-based incentives Extension Agents No incentive Target population (villages) Lead Farmer Performance-based incentives (1/2 men, ½ women) No incentive Peer Farmers Performance-based incentives (1/2 men, ½ women) No incentive
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