Florence Kondylis & Mattea Stein Development Impact Evaluation Initiative

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