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

 

 

10  

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.  

 

 

11  

 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

 

 

12  

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.      

 

 

13  

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.    

 

 

14  

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.    

 

 

15  

Reference:  1. Porter,  Michael  E.,  "The  Competitive  Advantage".  1985,  Ch.  1,  pp  11-­‐15.  The  Free  Press.  

New  York.