The thoughtful application of continual effort – ALCP2 and 15 years of MSD

With the ALCP2 finally set to conclude in the spring of 2027, I’ve been thinking about what has made for success in the last fifteen years of MSD programming.

A little about the programme’s progression

The Alliances programme has always had the same target group. Rural producers. Livelihoods based on natural resources. The programme focus has expanded over the years from dairy and meat to sheep and honey, from feed and breed improvement to bio security, food safety, agri-information and certification. We still work in the dairy and honey sector but now with an overtly green emphasis. This includes climate-smart inputs and engagement in environmentally-linked sectors such as wild botanicals, silk and forest-reared pork.

The interventions themselves have evolved, as market systems have developed, targeting more sophisticated functions in the value chain. In dairy, for example, this includes a quality assurance mark for community-based processors sourcing raw milk from low-input cattle, a dairy association advocating for sectoral improvements and better terms of trade and climate-smart veterinary extension and inputs for community milk suppliers.

As the programme draws to a close and focus inevitably turns to an evaluation of success factors, I would personally distil it down to one:

The thoughtful application of continual effort...

Over each defined period of time. Or in this case, programme phases.

By everyone. In everything. By everyone we mean the entire team. By everything we mean in every stage of the programme set-up, programme cycle and results measurement.

Thoughtful, as in considered and informed. Thus, a relevant strategy, designed on the back of relevant data and analysis alongside sufficient ongoing market intelligence to fuel its development. And a team who can implement it. Informed over time by quality results measurement from start to finish.

Application, as in having the tools and resources to allow the interventions to be put into practice. The DCED Standard for Results Measurement has been invaluable for helping guide and keep the programme on track to generate the high quality data which allows for incisive programming. This, in tandem with the M4P Operational Guide, provided a detailed road map to apply at every stage of the programme cycle. Adequate resources meant having enough time, the right type and amount of funding and a team that could grow and develop with the programme.

It also means consistent application of focus. The current phase of this programme is based on the simple premise expounded so well by Roel Hakkemulder in his BEAM Blog of 2021 - Earth calling: market systems are embedded in nature that adaptation to climate change is dependent on its application in everything and by everyone in the programme. It’s a premise that works not just for climate change but for all cross-cutting themes. It is the same simple philosophy we employed in the operationalising of women’s economic empowerment and now in GESI.

Continual as in always, at all times and across all programme elements. Or as near as possible.

Effort, well yes, lots of it. And persistent at that. Over years. In essence: constancy. Especially when it comes to ensuring impact that benefits all the people it should in target sectors. And that the impact created is environmentally, socially and financially sustainable. In our case, aiming for an agriculture programme which allows small farmers, beekeepers and business to generate income in spite of climate change impacts.

Maintaining momentum

Of course, there are dips and troughs. Uncertainty in the operating environment requires devolutions of effort while effective programme leadership lies in keeping the work steady and moving forward with consistent momentum. Back in 2016, in one of a series of BEAM webinars called Guidance from the field we discussed our programme manual, now in its third version, where experience and practice is codified to guide the team and maximise efficiency to optimise implementation.

Efficiency here means teams able to concentrate and apply most of their energy to delivering and measuring the intervention. Not dealing with external factors, which can range from regulatory road-blocks and election-related uproar to bureaucratic constraints. A ratio of 80:20 would be ideal, on a really good run, when all was quiet domestically, with all systems humming in the background. 70:30 is perhaps more attainable when factoring in reality.

Constancy is the key ingredient of success

Health improves with regular doses of moderated exercise rather than busting it once a week. The core message of Warren Buffet for success in investment is consistency over time.

We, our programme, have been lucky. Our operating environment was fuelled by an enormous incentive, that of eventually joining the EU. It isn’t so much anymore, but the private sector and markets are still the best and safest bet for generating impact. As the MSD approach developed, we were allowed time and resources, across successive phases, supported by organisational and donor structures aligned with MSD and DCED Results Measurement approaches. Together these allowed us to invest in long term interventions, monitoring and management systems.

For many of us, things are changing and have done so irrevocably, in domestic and international contexts. I wish all programmes at least some of the good fortune we’ve had. And most of all, that they get the space and support for the steady application of effort it takes to see success.