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Status of the FANR-Policy Analysis Network Business Plan Status of business plan • Good news – Doing well on programme component • Bad News – Limited investment in institutional development – Not operating anywhere near potential of the network FANRPAN in the Regional Agenda The Complex Regional Agenda (typology of interventions) Country A Region Region COMESA SADC Weakest link Country B Best shot Country C Summation CAADP – An agenda in need of speeding up FANRPAN as partner for CAADP process • Already has capability to convene in 12 countries and at regional level • Country node hosts (policy institutions) have expertise in policy and do it • One-stop partner for 12 countries and the region – ease of management and accountability • Cross country information sharing and learning would be easy • Already interacting at various levels where coordination would be necessary • Performing such role in Zambia CAADP process A role in a crowded field? US -IEHA Pillar Coordinators NEPAD AU Univ. of Zambia & CILSS CMAWCA RECs FARA ACF&CILSS ECOWAS COMESA SADC Sub-Regional Organisations (SROs) CORAF/WECARD ASARECA NASRO SADC-FANR MS7 MS8 MS11 MS12 MS2 MS10 MS13 MS6 MS9 MS1 MS3 MS4 MS5 MS14 RIU AAA ReSAKSS CAADP Pillars • Four – Pillar 1:Land and water management – Pillar 2: Rural infrastructure & Rural trade--related capacities for market access – Pillar 3: Increasing food Increasing supply & reducing hunger – Pillar 4: Agricultural research, technology dissemination & adoption • Includes policies for sustainable agriculture Pillar 4 Leadership and operations FARA NASRO CARDESA NAR NAR AU-IBAR AU-SAFGRAD IAPSC +++ CCORAF/ WECARD ASARECA NAR CAADP Partnership Platform Expert Reference Multi-C Group Agric. REC Prod. Plan Regional CAADP Roundtable Agric. CAADP Focal Person Prod. Plan Country A NAR NAR Continent NAR Zim National CAADP Roundtable ReSAKSS Operations •Facilitate: •peer review, •benchmarking, •adoption of best practices, and •mutual learning among member countries to improve policy and program planning, implementation, and outcomes. •Regional nodes work with existing regional research organizations and networks •Are linked with country knowledge systems to generate the necessary technical information to inform the implementation process and track progress. IFPRI (Coordinator) IITA ICRISAT ILRI IWMI Regional Nodes Regional SAKSS Country SAKSS FANRPAN in the CAADP Picture Farmers Researchers Government Civil Society What should FANRPAN do? • Assist CAADP focal persons to broaden awareness of CAADP and knowledge of processes • Mobilise stakeholders for engagement at country and regional level • Provide multi-stakeholder platforms for partnerships for ReSAKSS activities • Provide multi-stakeholder platforms for pillar specific interventions of a policy nature • Provide a platform for the coordinating and integrating inputs and processes of various pillars and specialised projects • Offer the same type of support for the African Green Revolution agenda (including, ensuring discussion within the CAADP framework) Why is such a role important? • Organising stakeholder participation (meaningful) requires continuous engagement and relationship building • Multiple organisers duplicate effort, reach different individuals and commitment is more difficult to build • Effective network building requires skills and time commitment (technical expertise in a field network development and management ability) • An active network of informed stakeholders creates demand for action which can lead to reduction of delays • The need to deepen participation is best addressed by those that spend more time mobilising and organising for participation • Investing in organising skills of existing relevant networks more efficient Policy networks and Policy Process Stage of policy process Objectives Network roles Agenda setting • Convince policymakers that the issue does indeed require attention Inform policymakers of the options and build a consensus Formulation • Marshall evidence to enhance the credibility of the argument Extend an advocacy campaign Foster links among researchers, CSOs and policymakers Collate good-quality representative evidence and act as a ‘resource bank’ Channel international resources and expertise into the policy process Build long-term collaborative relationships with policymakers Bypass formal barriers to consensus Implementation • Complement government capacity Enhance the sustainability and reach of the policy Act as dynamic ‘platforms for action’ Evaluation • evidence and channel it into the policy process Provide good-quality representative evidence and feedback Link policymakers to policy end-users Capacity building for CSOs aiming to influence policy Underlying • Source: Perkin and Court, 2005 Provide a dynamic environment for communication and collaborative action Provide support and encouragement Provide a means of political representation Internal requirements for performance Inclusive Active Country Nodes • Governed by a Steering committee • Steering Committee elected by Members The FANRPAN Family Regional Secretaria t • Board • Technical Advisory Committee • Secretariat • Nodes Possible roles Connectivity Links members, facilitates exchange of information, interactions, etc Alignment Coordination Facilitates the development of common positions on issues Productivity Engaged in bring about specific changes in policies and practices Node Host Assessment …Partner Institutional Viability Assessment (PIVA) Coordinator Management systems Operational resources for node Financial and accounting systems Office space The Coordinator is multi-skilled Weaver Creates/facilitates linkages Fundraiser Finds resources to support network activity Steward Keeps network in good form Organiser Brings people together Facilitator Links people with common interests Coach Guides other staff on maintenance and development of network Addressing capacity to meet expectations What? • Funding for more alignment and productivity work • Stronger coordination capacities at regional and node levels How? • Implementation of the current business plan • Node level strategic plans? Implementation challenges • Requires long-term investment • No promise of specific-policy changes • Capacity of FANRPAN has not been a donor priority. Policy change is. • Policy change resulting from research? Summary – 3Cs Concept Role Commitment Committed Members and leadership High expectations Valued Need recognition of network as being about both outputs and underlying relationships Limited investment in capacity Alignment and productivity weakly supported Role in regional policy through recommendations Competence Skills for policy work Need recognition of specialist skills requirements for network organisation Need recognition of capacity limitations Need investment in capacity development Need strategies to overcome donor hesitation in supporting network development Thank You!