analysing oxfam viet nam’s participatory poverty mapping analysis project using porter’s value...
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Analysing Oxfam Viet Nam’s Participatory Poverty Mapping Analysis project using Porter’s
Value Chain Analysis
Sanjan Haque
Oxfam GB Asia Regional Centre
August 2014
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Table of Contents Overview ...................................................................................................................... 3 Background ................................................................................................................... 4 Value Chain Analysis ..................................................................................................... 5 Activity Analysis ............................................................................................................ 7 Value Analysis ............................................................................................................... 9 Evaluation and Planning ............................................................................................. 11 Analysis ....................................................................................................................... 13
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Overview
This study attempts to systematically capture and analyse the internal processes behind the translation of community-‐level data into national advocacy and public policy campaigns by Oxfam in Viet Nam. The study focuses on the Participatory Poverty Monitoring (PPM) project undertaken jointly by Oxfam GB and ActionAid between 2007-‐2013. It provides an initial interpretation of the set of internal organizational processes and tools used to capture qualitative data at the community-‐level and its translation for campaigns, policy advocacy at the national level. The analytical framework for this study attempted to adapt Michael Porter’s, The Value Chain approach. This is a useful tool for working out how you can create the greatest possible value for stakeholders. Value Chain Analysis helps to identify the ways in which your activities create value for your organization, and then helps to think through how this value can be maximized. The study examines this as a three-‐stage process: • Activity Analysis, identify activities that
contribute to the collection, analysis, and utilisation of data;
• Value Analysis, identify the processes behind each activity, and then work out the impact on programs;
• Evaluation and Planning, decide on possible GIEC based interventions for process innovations leading to efficiencies.
AcXvity Analysis
Value Analysis
Evaluate Changes and Plan for AcXon
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Background
The genesis of this study emerged from a workshop held under the Gathering Intelligence for Effective Campaigning (GIEC) project at the Oxfam GB Asia Regional Centre on 23 January 2014. From the workshop several areas of discussion emerged, one of which included the identification of a good practice of evidence-‐led policy advocacy within Oxfam. The goal was set to capture good practices from an Oxfam Country Team where data is regularly collected at the community-‐level and translated into evidence for policy advocacy at the regional and/or national levels. The successes of Oxfam Vietnam (OVN) in advocating for change at the national level were cited numerous times by Oxfam staff at the workshop. As a result it was agreed during the workshop that a short study would be commissioned to capture and analyse the processes that supported evidence based policy development. GIEC The GIEC approach will gather data based on the mixed methods research approach, which is a combination of qualitative and quantitative (Q2) data. This is a systems-‐based approach to understand ‘what’ and ‘why’ change has occurred at the household level as a result of Oxfam intervention and fulfils organisational Monitoring, Evaluation, Accountability and Learning (MEAL) criteria. Establish a systematic approach to support program and project managers, campaign and advocacy specialists to adjust projects and public campaigns under a dynamic program management system: • Systematic aggregation of household data, which monitor and measure the impact
of development program interventions for project MEAL (Figure 1): • Identification of patterns based on WHAT and WHY change has occurred as a result
of Oxfam project intervention; • Deeper investigation of outliers to address weaknesses in project; • Achieve project MEAL and global reporting requirements; • Ensure learning and feedback is used to improve the project plan (Figure 2).
Uptake of household data, analysis and reporting from development programs to fulfil campaign, policy and advocacy objectives (Figure 1):
• Link in-‐depth policy analysis with changes brought about through project based intervention.
• Leverage stories of success upwards (campaign and policy team). This project emerged from Oxfam GB Asia Campaign & Policy team’s focus on adopting a systematic approach towards capturing the processes behind influencing policymakers and private sector investments. The ability to influence sits with the potency of the argument and rigor of the evidence presented before decision-‐makers. However, this is related to the ability of organisations to gather intelligence on the impact of decisions upon consumers as well as consumer feedback. Traditionally, ex-‐poste evaluations are used for static evidence generation. However, mid-‐stream adjustments to programs, which can result in enabling success or arresting failure,
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are only undertaken with generation of evidence through a dynamic approach. The use of digital tools expedites the collection of data, and with analysts undertaking a rapid assessment of the consumption pattern and impact, organisation’s are better placed to make rapid assessment and decisions. This is clearly evident with the advent of Big Data analysis through data analytic tools used by social network sites but also for sectors dealing in Fast Moving Consumer Goods (FMCG) to monitor consumption patterns. The use of data analytic tools based on large volumes of data, in the vernacular this is called ‘Big Data’, is aggregated by organizations in the private sector similar in size to Oxfam. The intelligent analysis of this data has led to innovations in management practices, supported the understanding of specific growth areas and expanded the evidence base for programs and campaigns. The emergence of advanced computing and improved telephony connectivity has led to the expansion of tailored software-‐based solutions and rapid transfer of information. Data analytic tools can search or ‘mine’ data to extrapolate patterns based on specific criteria e.g. current and future consumption patterns of retail customers, preference of specific products from visitations to specific websites. Even the public sector is using these tools to ascertain uptake, utility and cost effectiveness of specific social policies. The discussion at Oxfam has moved towards acquiring a systematic understanding of the impact of campaigns in achieving their goals and outputs via an integrated knowledge management system with data analytic tools. This will recycle information and improve cross-‐departmental collaboration. As a result the GIEC approach has been developed to aggregate Oxfam’s Big Data and mine relevant information from third party sources to generate evidence from Oxfam’s intervention and working area. Value Chain Analysis
A value chain analysis examines what organizations can do to create a competitive advantage, while at the same time provide the greatest value to their consumers. The value chain analysis involves identifying each part of the value chain and seeing where improvements can be made either from a production standpoint or a cost perspective to ensure consumers are getting the best return on investment. When consumers are getting the most out of a product for the cheapest cost, businesses will benefit in the long run. The value chain analysis looks at each of the activities in the value chain to determine what steps are necessary and which are not in an attempt to boost the company's bottom line. Porter argued, “Competitive advantage cannot be understood by looking at a firm as a whole. It stems from the many discrete activities a firm performs in designing, producing, marketing, delivering and supporting its product. Each of these activities can contribute to a firm's relative cost position and create a basis for differentiation” (Porter, 1985:33). According to his seminal book, The Competitive Advantage (1985), Porter argues activities within an organization add value to the service and products that the company produces,
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and that all these activities should be run at optimum level if the organization is to gain any real competitive advantage. The applicability of this concept for the PPM project is based on the translation of qualitative data at the household level for policy recommendation and adoption by national policymakers. The relationship between Porter’s concept and PPM is based on undertaking a detailed analysis of the processes involved in the collection, translation and leveraging of the data as well as attempting to identify areas of policy transference from PPM to GIEC in the future. There are also opportunities to include efficiency measures through the use of digital tools for data collection and analysis for PPM. Although Porter’s concept is designed for a business environment with a single bottom line (economic return) and as such the Value Chain framework attempts to improve the value along each lock of the chain to maximise profits. However, Oxfam operates within a triple bottom line business environment (economic, social and environmental returns), therefore the framework will be adapted to include conceptual outline which not only identifies efficiencies from an economic perspective but also the value added from social and environmental ones. In the case of PPM the environmental return is not possible to determine at this stage however, the principle of a multiple return strategy remains a strong one. Porter argues business activities could be split into two categories: primary activities and support activities. The primary activity for PPM is based on the collection of individual, household and community level data as evidence for the purposes of advocacy at the national government level. Porter’s primary activities include: • Inbound logistics: This is represented through the identification of relevant themes used
to develop the data collection instruments (questionnaire, interviews, FGDs) along with capacity development of partners (local CSOs, public officials).
• Operations: This is reflected in the PPM through the translation of raw data into evidence for the identification of poverty, rapid assessments based on the global financial crisis, and poverty early warning system.
• Outbound logistics: The relationship development and cooperation with various stakeholders such as MOLISA, VASS, other CSOs and media.
• Marketing and sales: The translation of this stage is conducted through showcasing the final analysis within different forums such as the Vietnam Partnership Development Forum as well interactions with government, national assembly and media.
• Service: This tier of the PPM includes the partners, CSO capacity development and
adoption of the PPM methodology within in future Viet Nam Household Living Standards Survey (VHLSS).
The support activities help the primary functions and comprise: • Procurement: The selection of the working area for the data collection.
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• Technology development: The Consultant was hired to develop the methodology with support from partners at provincial & national levels as well as Oxfam. The methodology was developed to deliver reflections from grassroots to policy makers and contribute to existing poverty assessment by World Bank and Viet Nam Academy of Social Science (VASS).
• Human resource management: Oxfam undertook a multi stakeholder approach towards the development and implementation of the PPM project, which eventually led to its acceptance and adoption within national policy development. This approach included engagement with government at local and national levels, partnerships with provincial CSOs as well as private sector research organisations. Public sector engagement led to capacity development of local government staff and leveraging knowledge gained from the field to policy makers at the central government level.
• Firm infrastructure: Oxfam has increased its ability to influence policy makers as a result of the PPM project. The key strategic relationships built with national government through VASS, National Assembly, VPDF as well as local government enabled the organisation to become a knowledge broker and ‘spokes person’ for marginalised communities within government-‐convened forums. In the PPM project, organisational strengths (campaigning, partnership development, influencing) were highlighted. However, in areas of weakness (evidence generation, analysis, reporting) Oxfam secured the intervention of Consultant for their services.
Activity Analysis
Identify activities that contribute to the collection, analysis, and utilisation of data (see
diagrammatic representation below).
1. Identify thematic area: The focused study and data collection instruments (questionnaire, interviews, FGDs) were based on: Poor-‐rich gap; vulnerability; gender relations & poverty reduction; participation & empowerment.
2. Locate target constituency: The monitoring points (nine provinces and three cities) were selected based on Oxfam and ActionAid working areas. The households were identified using a form of the Participatory Rural Appraisal (PRA) where village heads were requested to identify households living below the Viet Nam poverty line. The individual households were randomly selected to form the panel survey.
3. Establish a partnership with stakeholders for data collection: The Core Monitoring
Team (CMT) responsible for data collection was composed of Oxfam, ActionAid, consultant and local government staff. The engagement with local and national levels of government enabled the development of strong relationship, which was formalised in the partnership with local government to collect data with the Consultant.
4. Collect data from individual, household & community level: Apart from households, the Core Monitoring Team, Oxfam and the Consultant also interviewed public officials at different levels, which included educational and health institutions amongst others.
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5. Design data collection instruments & methodology: Through a collaborative effort, Oxfam, ActionAid and the Consultant designed the data collection instruments, which included participatory poverty assessment (questionnaire, FGD, in-‐depth interview, observations) and longitudinal study.
6. Capacity building/Train staff/ CMT to undertake quantitative and qualitative data: As a
part of on-‐going learning, at the end of each day the surveyors shared their thoughts from the field with the rest of the team to better understand the nuances of answers, rapid analysis of the data collected, responses and queries for areas of ambiguity. A debriefing was organized to share initial findings/feedbacks with local authorities and collect additional comments and feedbacks.
7. Collect data from individual, household & community level: The instruments for the
survey were paper based delivered by CMT, consultant and Oxfam. Each monitoring checkpoint included 20-‐25 persons composed of Oxfam and AAV staff, consultants and local monitoring groups. This was divided into five data collection groups in which four groups representing four thematic issues (inequality, vulnerability, gender relation, empowerment and participation) using various methodologies such as in-‐depth interviews, focused group discussions collected data. The fifth group collected data by interview questionnaires. One person collected approximately six questionnaires, which took one hour each. For the interview questionnaires 60 interview questionnaires were completed annually in one monitoring checkpoint out of 600 households.
8. Clean data for anomalies & adjust for attrition: The Consultant cleaned the data for
anomalies, which included clarification of responses, ensure consistency of answers with comparable measures e.g. weight, height, size.
9. Analyse data to generate evidence based on project concept: Initial findings were
shared with CMT teams in monitoring checkpoints for comments and feedback. At national level, peer reviewers were invited to provide their feedbacks to findings and recommendations. The Consultant undertook the final compilation and delivery. The analysis tools used included SPSS and Microsoft Excel along with the framework of the Multidimensional Poverty Index1.
10. Translate data into evidence for national policy discussion & dissemination: A semi-‐
permanent window was always open through the close working relationship with partners at provincial levels (DOLISA, DARD) and national agencies such as MOLISA, CEM, National Assembly, donor community, NGO working groups, VASS, WB, research institutes and media. The PPM methodology has been adopted by VASS for the annual poverty assessment funded by WB. Government has accepted the importance of qualitative data collection to compliment quantitative activities and a number of
1 Multidimensional poverty is made up of several factors that constitute poor people’s experience of deprivation – such as poor health, lack of education, inadequate living standard, lack of income (as one of several factors considered), disempowerment, poor quality of work and threat from violence. A multidimensional measure can incorporate a range of indicators to capture the complexity of poverty and better inform policies to relieve it. Different indicators can be chosen appropriate to the society and situation. (See http://www.ophi.org.uk/policy/multidimensional-‐poverty-‐index/)
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findings were accepted and translated into concrete action led by MOLISA. The findings were disseminated within Oxfam and communication materials such as policy brief, summary report, have been developed for external users.
Value Analysis
Identify the processes behind each activity, and then work out the impact on programs (see diagrammatic representation below). 1. Identify thematic area: The thematic focus for PPM focused on poverty (gaps between
rich and poor), vulnerability, gender relations and governance. This was reflective in the JCAS (Active Citizenship; Advancing Gender Justice; Saving lives, now and in the future; Sustainable Food and Natural Resources). The identification of the PPM was congruent with the Oxfam JCAS as well as the focus of AAB.
2. Locate target constituency: The targeting of households within ethnic minority areas and economically marginalised areas fulfilled Oxfam Viet Nam’s country focus and ensured in-‐depth analysis with the possibility of a layered discussion between CSO and government based on evidence from PPM.
3. Establish a partnership with stakeholders for data collection: In the Oxfam Viet Nam JCAS, one of the distinguishable values included “connecting local, regional, and global”. Through the cooperation established between Consultant, local CSOs and government staff, the partnership enabled high quality data collection; knowledge and skills transfer to government staff and relationship development. Relation with national stakeholders was developed and maintained through direct engagement in policy dialogues, knowing the prioritized agenda of different parties and regularly updated emerging issues to
Translate data into evidence
for national policy
discussion & dissemination
Analyze data to generate
evidence based on project indicator
Clean data for anomalies &
adjust for attrition
Collect data from individual,
household & community level
Train frontline staff to collect quantitative
and qualitative data
Design data collection
instruments & methodology in
collaboration
Establish partnership with stakeholders for data collection
Locate target constituency
Identify thematic
area
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draw attention of public (MOLISA, CEM, National Assembly and media). Oxfam was one among few selected INGOs to represent CSOs and voices from grassroots to annual meeting of donor community and Government top leaders (VPDF forum).
4. Collect data from individual, household & community level: The division of labour between Consultant, Oxfam and CMT provided the opportunity for each party to develop relationships with actors where there has been interaction traditionally. The different qualitative data collection instruments allowed government officials to capture why things were changing at the HH-‐level. The ability to connect grass root level concerns to the policy space, long-‐term commitment and resource allocation of the organization towards policy research and advocacy, and complimenting quantitative information, highlights Oxfam’s distinguishable value.
5. Design data collection instruments & methodology: A joint approach to data collection embedded the process within organisational practice and ensured upstream adoption and adaption within the government policy making. This fulfils Oxfam’s strategy of influencing government to adopt good practices.
6. Train staff to undertake quantitative and qualitative data: As Oxfam looks towards supporting partner organisations in Viet Nam stated in the JCAS, and actively engage with government the capacity development of local CSOs, local partners through direct engagement with technical support of researching capacity from the Consultant, works towards fulfilling this strategy. However, at this stage the overall technical research capacity remains locked with the Consultant.
7. Collect, clean and analyse data: This specific activity contributed towards high levels of validity and robustness of data collection by the Consultant. However, increased involvement by Oxfam staff, local CSO and government officials would have strengthened the project outcome.
8. Translate evidence for policy development & advocacy: This specific output has been a key vehicle to deliver Oxfam Viet Nam’s approach outlined in the JCAS:
a. It has supported government and social accountability measures; b. Capacity development of CSO to work together, engage in policy dialogue; and c. Engage in policy work and lobby government to adopt good practices.
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Source: Adapted from ‘Participatory Poverty Monitoring in Viet Nam – External Effectiveness Evaluation’, Nordic Consulting Group, February 2014 Evaluation and Planning
Decide on possible GIEC based interventions for process innovations leading to efficiencies.
The table below identifies the processes involved in the capture of data. The PPM research project undertook a research focused approach to capture qualitative information from households while GIEC undertakes MEAL focused approach to collect data and use this to generate evidence on the impact of Oxfam intervention at the household-‐level. The GIEC will attempt to use data analytic software to blend the data to gain insights on impact, relationship between public policies & the poor and add value to gathering intelligence on poverty. Participatory Poverty Mapping Gathering Intelligence for Effective
Campaigning Identify thematic area Identify projects at the country level
(Bangladesh, Pakistan, Philippines). Locate target constituency based on Oxfam and AAV working areas
Project MEAL to determine data collection instruments (survey, FGD, interviews) for Q1, Q2 & Q3.
Identify partners for data collection from CSO and public officials
Public policy analysis determined through project GOAL for Q4.
Develop data collection methodology through the Consultant
Working area determined by project and overall organisational geographical focus.
Identify instruments for data collection (interviews, FGDs, open-‐ended questionnaires)
Project MEAL developed through a participatory approach; project designed
PPM research seen to be adding value on issues related to the poor, near-poor and urban poor which is
not extensively covered by others
Oxfam’s role as ‘knowledge broker’ at
national level
PPM monitoring used for evidence-
led policy development by
government agencies
Feedback mechanism from the poor and
vulnerable established to gauge the effects of government poverty
reduction policies
Collaboration between state and non-state
actors
Vertical linkages strengthened
between different tiers of
government
Improved synergy between different aspects of poverty reduction policies
from a social, cultural and
income/livelihoods perspective
Horizontal linkages
strengthened between different
public sector agencies
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through community participation. GIEC uses digital tools to sharpen and ease MEAL data collection.
Train frontline staff to collect data (combination of local CSO and public officials)
Train frontline staff to collect data using digital tools.
Capture data at the individual, household and community levels
Collect data at household level and transferred to Country Team centre.
Cleanse data and adjust for attrition Analyse data based on MEAL requirement Analyse data based on research hypothesis Consolidate data and utilise based on the
rhythm of the business (Food & Climate Justice spikes)
Translate data into evidence for policy advocacy Translate data into evidence for policy advocacy, campaign and program adjustment
The PPM research project has been immensely successful in influencing government, adding value to the poverty discourse in Viet Nam and ensuring Oxfam remains a key player within discussions surrounding poverty within national policy debate. The following areas of learning from PPM will strengthen the role and function of GIEC within OGB and across other affiliates:
1. Synergies created between different aspects of poverty reduction policies (social, political, cultural);
2. Collaborate between local, regional and national stakeholders; 3. Develop a feedback mechanism between policy makers (government) and policy
consumers (citizenry); 4. Oxfam works as a ‘knowledge broker’ with the central government; 5. Government uses Oxfam data as evidence for policy development; 6. Partnership development strategy in collecting & translating data and
communicating/influencing policy makers with data.
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Analysis
If we return to the concept of the Value Chain Analysis, which included the identification and analysis of primary and support activities, it can be surmised that PPM was able to add value at each stage of the chain.
Original Primary Activities from Learning Market (Porter, 1985) Primary Activities Oxfam Viet Nam was able to integrate the core aims of the JCAS within the project concept note of the PPM through the appropriate selection of the themes (poverty (gaps between rich and poor), vulnerability, gender relations and governance). The operationalization of this project and multi stakeholder’s partnership led to an appropriate division of labor between the conceptual experts, implementers and owners of the idea (Oxfam, AAV) with an actor with the technical ability to operationalize it (Consultant). The transfer of the research output within the public sector sphere esp. the ability to influence relevant government departments maximized the marginal utility of this project. The marketing of the output from PPM was publicized through individual theme based policy papers to provide instant analysis of the impact of national and international events on the poor but PPM results was published widely for popular dissemination to different key stakeholders. This resulted in collaboration with the World Bank, Government of Viet Nam and inclusion in a national consultative group for development.
Inbound logis]cs -‐ This refers to everything involved in receiving, storing and distribuXng the raw materials used in the producXon process.
Opera]ons: This is the stage where raw products are turned into the final product.
Outbound logis]cs: This is the distribuXon of the final product to consumers.
Marke]ng and sales: This stage involves acXviXes like adverXsing, promoXons, sales force organizaXon, selecXng distribuXon channels, pricing, and managing customer relaXonships of the final product to ensure it is targeted to the correct consumer groups.
Service: This refers to the acXviXes that are needed to maintain the product's performance aler it has been produced. This stage includes things such as installaXon, training, maintenance, repair, warranty and aler sales services.
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Support Activities
The procurement phase or the selection of the working areas complimented the primary activities further entrenching the Oxfam Viet Nam JCAS within the PPM project. The appointment of the Consultant and their adapted methodology devised for PPM created an innovative approach towards qualitative data collection. However, the researching capacity for data analysis remains with the Consultant without any transference to Oxfam in Viet Nam. The continuous reliance on an external actor may weaken Oxfam’s long-‐term position as a knowledge broker esp. for the crucial aspect of data collection and analysis. The human resource collaboration along with technology development is the two critical support activities, which has strengthened the PPM project. The close collaboration with government created the space for Oxfam to influence government but analytical activity (the real value added) is locked with the Consultant. The reliance on the Consultant for the translation of data into evidence for policy advocacy and influencing in turn makes Oxfam’s position as knowledge broker quite vulnerable. This is a key element of the chain, which requires strengthening especially as the Oxfam Viet Nam moves towards influencing public policies through evidence. A long-‐term partnership, ideally absorption of the Consultant within Oxfam’s business model would be a long-‐term requirement. The firm infrastructure is the weakest element of the PPM for Oxfam Viet Nam. As the organisation has gained a reputation for being a knowledge broker between CSOs and government, it is based on technical expertise and knowledge generation, which is dependent on the Consultant. In the long term this may prove to be Achilles heel for the PPM and a learning point for GIEC remains the internalisation of this technical capacity within Oxfam and partner organisation through a partnership rather than a client-‐vendor relationship, which currently exists between Oxfam Viet Nam and the Consultant.
Procurement -‐ This is how the raw materials for the product are obtained.
Technology development -‐ Technology can be used across the board in the development of a product, including in the research and development stage, in how new products are developed and designed and process automaXon.
Human Resource Management -‐ These are the acXviXes involved in hiring and retaining the proper employees to help design, build and market the product.
Firm infrastructure -‐ This refers to an organizaXon's structure and its management, planning, accounXng, finance and quality control mechanisms.