The five mistakes development sector actors make when empowering farmers
And how to avoid them!
Mistakes are fantastic opportunities for us to learn. So, we reviewed our quality control and our anonymous feedback files, and we asked our colleagues and partners about the most common re-occurring mistakes on agri-development projects. Below is the list of the top five mistakes encountered on projects.
” I have not failed. I’ve just found 10,000 ways that it won’t work.”Thomas A. Edison
1. Fragmented Approach
In very large, multi-year institutional donor-funded programs, consortia members often implement their own scopes of work using their own methods and models (sometimes even their own metrics) and do not harmonize and align their approaches. This means that the partners cannot align properly together or compare information. Instead, each member of the consortium has information that cannot easily be shared with the other members, so they cannot work together effectively.
How to avoid: Projects need to decide (either at the proposal phase or upon award) to all use one standard approach and metric. Using standardized metrics allows the partners to compare and share data in a way that makes it usable for all consortium members.
2. Staffing Too Lean
Many programs are squeezed to reduce human resources to accommodate donor-imposed targets and KPIs. Often, the staff which is reduced is not the headquarters staff, but instead field staff. The obvious problem here is that to achieve ambitious program goals, a staff of “doers” needs to be in place. The field staff are essential to completing the program, so when the resources are insufficient, the program suffers.
How to avoid: Hire the essential staff and develop a detailed work plan with a column for responsible staff member/position. Hire accordingly for all phases of the project. This might mean hiring temporary staff for smaller workstreams.
3. Weak External Communication
We live in a busy world, and so do project stakeholders. While many projects have project launch events, they do not have regular contact points with stakeholders (such as financial institutions, governments, off-takers, and sometimes even agribusiness leaders). The problem with not having regular external project communication is that they are often too busy to remember that your project’s goal was to, for example, create finance opportunities for smallholders. So, when it comes time to make that linkage, MFIs (or banks) are not ready, ill-informed, and often unable to act on expectations.
How to avoid: Have regular touchpoints with project stakeholders. Touchpoints can include targeted quarterly messages/reports for each stakeholder type, annual review meetings to re-align goals and targets, and status updates. This not only improves the cooperation amongst the stakeholders, but it also facilitates and accelerates alignment and ultimately improves impact.
4. Bottlenecks are Not Flagged
Every project has problems and delays. However, there is a difference between a delay and a bottleneck, and recognizing this difference is essential. A delay is time-bound and occurs once while a bottleneck is ongoing and causes a delay (of usually more than two weeks). Bottlenecks can often be prevented or mitigated if caught early enough, but the longer they go on, often the more serious of an issue they pose.
How to avoid: Create escalation procedures within the program to flag project delays and poor data quality at an early stage. This will help to tackle issues early on, before they might impede the target of the program.
5. Data is Not Made Actionable
Program people are accustomed to baselines and endlines on their projects. Often these are conducted to show donors and other stakeholders the progress on the project. However, these assessment periods are opportunities for immense learnings. In the case of SCOPEinsight assessments, they can be used to drive program objectives and outcomes, if the data is collected and used in a way that makes it actionable.
How to avoid: Integrate and link the program’s M&E with the programmatic planning team. When there is internal alignment, the parties can ensure they collect the right data and use it in the most effective way.
Know of any other common mistakes? Comment on them below.Back to news