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Capacity assessment for achieving agricultural transformation agenda in
Nigeria
Suresh Babu, Kwabena Gyimah-Brempong, Manson Nwafor, Hyacinth Edeh
IFPRI/ IITANSSP National Conference 2012:
“Informing Nigeria’s Agricultural Transformation Agenda with Policy Analysis and Research
Evidence”
Abuja, Nigeria – November 13-14, 2012
INTERNATIONAL FOOD POLICY RESEARCH INSTITUTE
Outline of the Presentation
• Introduction and background• ATA context• Capacity assessment methods• Results -policy process, organizational, and individual
capacity • Federal – State – LGA Linkages• Public- Private – CSO Partnerships• Value- Chain Development• Strategy for Capacity Development• Plan for Action
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Introduction and Background
• Agriculture transformation• Human capital and institutional requirement• Capacity transformation• How to increase efficiency of the human
capacity?• How to increase organizational effectiveness?• How to improve the policy process?• Not just about Skills – necessary but not sufficient
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Capacity Strengthening for Agricultural Transformation
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Capacity Transformation
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ATA Context
• African Agricultural Transformation - Nigeria, Kenya, Ethiopia
• Setting targets to achieve for commodities• Facilitating investments• Derived from National Transformation Agenda• Mobilizing States through policy process• Increasing the role of private sector• Value Chain approach
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Mixed Methods
• 4 types of questionnaire ( experts, organizations, individual, policy process)
• Individual interviews• Group interviews• Groups discussions with private sectors, CSOs,
actors of policy process• 3 States and 3 LGAs
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Policy Process capacity
• Parliamentary Committees• NCA – Sub committees• CSOs• Private sector• FMARD• Increase accountability, inclusiveness,
participation, ownership• Meaningful and effective
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Stages of Policy Process
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Organizational Performanace
• PRS, ARCN, ADP• Horizontal and vertical integration• Work flow processes• Translation of ATA into work plans, budgets,
targets• Monitoring and evaluation systems• Management information systems• Policy analysis and research
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Organizational Capacity
• Technical expertise vs Administrative challenges• How to connect with States and LGAs• How to work with Value-chain teams?• How to manage and coordinate the targets?• Leadership and management skills• Bringing FPRS and SPRS together to set goals
and follow up.
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Individual Skills
Analytical skills for:
Strategy development
Investment planning
Monitoring and evaluation
Knowledge management
Policy analysis
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Federal- State- LGA Linkages
• How to strengthen the working relationship? • Formalized communications mechanisms and
accountability• Integrating States and LGAs them in national
strategies?• Reviving the organizational effectiveness• How research and extension linkages effectively
be integrated at LGAs under Value chain approach?
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How to effectively engage with 774 LGAs?
Federal Strategies
State level plans
State – LGA
integration
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Organizational and capacity interventions
• Revive State Agricultural Councils• Make it responsible for monitoring the target set
by national strategies• Have technical sub-committees to responsible
for oversight and reporting to NCA
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Organizational and capacity interventions
• Integrate LGAs, State field functionaries, and ADP extension workers (GES)
• Clear allocation of responsibilities and cross monitoring.
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Public-Private- CSOs
• States service delivery – effectiveness? • Do we have alternative paths?• Role of Private sector?• Role of CSOs?
• GES is an example – First year of implementation but good learning for involvement of private sector and strengthening them.
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Consultations with the CSO Leaders
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PPC partnerships
• Development of private sector through rural entrepreneurs.
• Small scale agro- dealers and private traders • Agro-processors• Vocational training in agribusiness• Vocational training in Farm mechanization• Emphasis on rural youth for Agribusiness – ICT-
practical training- business orientation
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Capacity for Value Chain Development
Input , credit
market
Farm level production
Output markets
Processing and value addition
Final market / retailing
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Broad set of capacity needs
• Value chain teams need orientation• Integrate them horizontally with Agencies and
departments• With state and LGA levels – organizational
capacity • Mainstreaming and capacity translation• Analytical capacity for value chain analysis
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Elements of a Capacity Strengthening Strategy
• ATA should include a capacity development strategy
• Any structural transformation requires corresponding organizational and capacity transformation
• Responding to Food Crisis is an example• Comprehensive capacity development program
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Mapping organizational linkages in FMARD
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Mapping of Organizations and Stakeholders in Implementation of ATA
ATA Value Chains
ADP
Extension
R&D
COCOA Sorghum
IITA / IFPRI / IFDC
FADAMA
CADP
ATIG (Invest)ATIG (InfrastructureATIG (Value Chain)ATIG (NIRSAL )
Rice
AgriculturalDepartments
LGA's
State Ministries ofAgriculture
Farmers
Agri BusinessDevelopment
Private SectorDevelopment
Donors
Dairy Leather
Beef
Fishers
Maize/Soybean
Oilpalm
Cotton
Sheep/Goat
GES
President
Poultry
1. Agriculture Production Enhancement2. Support to Commercial Agriculture3. Land, Water and Light4. Linkages and Support to Inputs and Production...
CASSAVA
ARCN
NASC
NAIC
NAQS
NPAFS
ICRCTrade and
Investment
FederalMinistries
Water Resources
Environment
BOI
BOA
NEXIM
CBN(NIRSAL )
Private Sector
CSOs
M&E
Collaboration
ResearchStatistics
AgriculturalResearch Policy
Program
Planning
ATIC
EPAG
ParliamentaryCommittee
Period
PRS
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Conclusions
• Capacity for designing and implementation of strategies is grossly lacking.
• Some technical skills and capacity exists at all levels.
• Capacity needs in policy process, organizational effectiveness, and human skills
• Investment is needed to strengthen and integrate capacities
• Plan of action for implementation in the next 3 years
• Discussions welcome
Mission Progress &
Forward-Looking Strategy
Eric Eboh, President, APRNet@ IFPRI Research Conference, 13-14 November 2012
Outline of Presentation on APRNet
• How and why we came into being?
• What we seek to achieve?• Where we are now?• What we aim to become?• Our Challenges and
Opportunities• An Appeal for Collaboration,
Cooperation and Support
Important Take-off Dates
• 22nd April 2009 – APRNet was
conceived
• 24th November 2009– Adoption of
Constitution and Election of Pioneer Exco
Major Problematic Retrospect 22nd April 2009
• Dissatisfaction with the very low interaction, collaboration and teamwork among policy researchers
• Concerns that:– research is not making sufficient impact on
policymaking and private enterprise– interaction, cooperation and collaboration
between researchers and policymakers have been merely ad hoc, episodic and mostly unorganised
APRNet was therefore intended to:
• Change the status quo characterized by isolation, poor interaction and lack of organized communication across the stakeholder aisles in agricultural and rural development policy landscape
• Foster interaction, connections, cooperation, collaboration, complementation, communication and information sharing among the Stakeholder Quartet in agricultural, food security and rural development policy– Researchers
– Government MDAs in Agric., Rural Devt. Water Res. & Evnt
– Agric. Sector CSOs & NGOs– Agric. Entrepreneurs & Managers
APRNet
Enterprise Community –Farmers, Managers, Investors, Entrprnrs.
Policymakers & Government Technocrats in MDAs
Practitioner Community – CSOs, NGOs
Research Community -(NARIs, Univs. T-Tanks)
Quartet of APRNet Stakeholders
APRNet Exco. reflects Stakeholder Quartet
• Research Community• Policymakers – FMARD, NPC,
FMWR• Enterprise Community –
Representatives of Farmer Groups/Organisations, e.g. ALFAN,
• Development Practice Community – NGOs, CSOs, PSOs, e.g. NESG
14th JUNE 2011 - INCORPORATION
Take-off Secretariat Support
• Computer• Printer• UPS• Modem
VISION
• The VISION of APRNet is to become an authoritative and independent forum for promoting research for evidence-based agricultural and rural development policies in Nigeria.
MISSION
• The MISSION of APRNet is to facilitate the conduct of research as well as the communication and utilization of research results in the agriculture and rural development policy process in Nigeria.
OBJECTIVES - I
• Promote the exchange of existing research information (methods, data, publications)
• Mobilize a pool of financial resources for independent policy research
• Encourage mentoring of upcoming policy researchers
OBJECTIVES - II
• Provide peer review for researchers• Create channels for linking research
with policy process• Encourage the use of research
results in the policy process
METHODOLOGY
• Research and information sharing;• Training/capacity building;• Policy linkages and feedback; and• Dissemination and public
enlightenment
KEY FUNCTIONS - I
• Facilitator of policy research and policy analysis – provide conducive working platforms and arrangements for the conduct of good-quality research
• Policy advocate – promoting and projecting research-based evidence and policy recommendations through sensitisation, enlightenment and public appearances
KEY FUNCTIONS - I
• Network loop – connecting and linking researchers, policymakers and practitioners to increase collaboration and shared understanding, build mutual confidence and promote better interface of research, policy and practice
• Agent of information and learning – transmitting and diffusing research and evidence-based information for broader public consumption
KEY FUNCTIONS - II
• Services provider – providing client-oriented expert and technical services for capacity enhancement of policy formulation, implementation, monitoring and evaluation in support of Nigeria’s agricultural development policies, institutions and programmes
PROGRESS DASHBOARD
• Membership growth – from 28 at registration to more than 80 presently
2009 20120
10
20
30
40
50
60
70
80
90
Membership
PROGRESS DASHBOARD
• Training and capacity building– Mendeley Web-based research writing resources 10th
February 2010, Sheraton Hotel, Abuja
PROGRESS DASHBOARD
• Training and capacity building– Research Writing and Policy Communications
workshop 31 August – 1 September 2010, Enugu
PROGRESS DASHBOARD
• Training and capacity building– Training workshop on methodologies and tools for
agricultural policy analysis from 20-23 March 2012 at Enugu
Policy Dialogue and Stakeholder Engagement
• National Policy Symposium on “Making Research Work for End-Users”, held on 24th May 2011 at Abuja – in collaboration with NARIs and ARCN
APRNet Launched its Secretariat
• Office Accommodation and Resumption of Program Officer- 1st June 2012
Publications
• ANNUAL REPORTS – 2010 & 2011 uploaded in the website
• APRNet Information Brochure
• APRNet: Mission Progress and Forward-Looking Strategy – an upcoming Flyer
FINANCES
• Membership Subscription
• IFPRI grants for Secretariat support
• Donations from members and stakeholders (time, intellect and materials)
• Exploring new Funding and Resources – Development Partners, Research Networks, Government Partners, project-based sources
• In line with good corporate governance, AUDIT REPORTS accomplished for 2010 and 2011.
Communication and Advocacy
• Newsletters
Communication and Advocacy
• Media Interviews and Press Releases (6 July 2012)
FORWARD-LOOKING STRATEGY
2012-2016
Concept Paper presented by the President at the 2011 Congress Meeting 23rd November 2011, Enugu
Strategy Development ProcessStrategy Workshop – 15th March 2012
EXCO Ratification of Strategy – 6th July 2012
President
Vice Presidents (2nos.) Treasurer Secretary
SECRETARIAT [Program Coordinator, Research Coordinator,
Advocacy Coordinator Program/Admin Officer, Mobilisation Officer, Zonal Liaison
Officers (6nos.), Website Manager]
Organogram of APRNet
Policy Research & Policy Analysis
• In support of evidence-based policymaking and programme/project planning– Budget Analysis and Reviews– State of Nigeria Agriculture Series (SONAS)
Research Communications & Policy Dialogue/Advocacy
• National Policy Dialogue Series on “Making Research Work for End-Users”– Examine, disseminate and promote best practices and innovative
models for research delivery by the National Agricultural Research Institutes and by individual policy researchers
• Research Monographs, Research Summaries/Abstracts, Policy Briefs, Policy Primers, Policy Papers & Policy Memos to Government MDAs and Legislative Committees.
• Evidence-based Annual Reviews/Dialogue on “State of Nigeria Agriculture”– Quarterly Series - Reviews/Publications/Releases– Annual Series - Reviews/Publications/Releases
CAPACITY BUILDING for LINKING RESEARCH, POLICYMAKING & ENTERPRISE
• Training and Technical Assistance on Policy Analysis (working with ARCN)
• Training Policymakers and Technocrats on finding/accessing and using Research Findings in Policymaking
• Training of Researchers on Research Dissemination, Communications and Methods/Practices for Linking/Engaging in the Policy process
Methodology/Approach
• Program-based Resource mobilisation (human, material, logistics, financial)
Methodology /Approach
• Collaboration, Cooperation and Joint Programming
Critical Challenges and Opportunities – Creating Value for Policymakers
• Providing real-time research, analysis and evidence feedback and knowledge needs for topical ATA Initiatives such as – Fertilizer Vouchers & Input Subsidies– Commodity Value Chains– Agricultural Credit Schemes– Staple Crop Processing Zones – Growth Enhancement Scheme
• Engaging with State Governments on topical policy questions such as – agric. budgets, fertilizer markets, agric. extension
and capacity building of agric. ministry and officials
Critical Challenges and Opportunities – Creating Value for Members - I
• Creating benefits and value to members to elicit greater individual interest, teamwork and participation
• Creating novel researcher-esteeming
channels for beneficial interaction with policymakers, development partners, research-funding institutions
Critical Challenges and Opportunities – Creating Value for Members- II
• Providing greater access to training, professional growth, career building and research funding opportunities – e.g. building a critical mass of well-tooled policy researchers within APRNet, need help from IFPRI
• Giving corporate “impersonal” voice to policy advocacy and research dissemination that will otherwise be risky with individual researcher approaches – providing researchers a “special window” to the outside world
To Become the Foremost Research-based Change Agent in Nigeria’s Drive
for Agricultural Transformation
Looking Forward - OUR VISION IS CLEAR
But, as a budding organisation, our
Challenges are Daunting, with Implicit
Opportunities waiting to be tapped for
us to Grow………So, we need your Experiences,
Advice and Suggestions! THANK YOU!
Capacity building for Community driven development.
Evidence from Mid Term Impact Evaluation of the National Fadama
development (Fadama3) Project
Kato,E. (IFPRI), and E. Nkonya. (IFPRI)
D, Phillip, B. Ahmed, A. G. Daramola, A. Gana Shetima, S., Ingawa, I. Luby, E.A. Lufadeju, M.
Madukwe, and Peter Ajibaiye
Abuja, Nigeria, November 13-14, 2012
Nigeria’s economic growth – an express train which by-passes the poor
• Nigeria’s GDP grew by 6.4% in 2001-10, a growth which was among the highest in SSA
• However, 64% of the population lives below the international poverty line
• Majority of the poor (70%) are in rural areas
• People living below US$1/day increased from 52% in 2004 to 61% in 2010 (NBS 2010)
• Does this mean that Nigeria’s fast economic growth is by-passing poor farmers?
• What can be done to put the rural poor onboard Nigeria’s express train economic growth? Is Fadama III the answer?
Fadama3 implementation design:
Coverage: 36 states Time span: 2009-2013. Possible extension. Project Budget: 250 million dollars from WB
and 200 m from Nigeria Govt. Organisation of Beneficiaries: individuals had to form Fadama User
groups(FUGs) based on EIG. 20 members per FUG.
several FUGs encouraged to form an FCA (Fadama Community Association).
Fadama3 implementation design
Types of beneficiary groups: crop farmers, livestock producers, fisher folks, agro processors, vulnerable persons etc.
Project support: capacity building, community owned infrastructure, productive asset acquisition, advisory services, input support
.
Fadama Resource Allocation.
0
5
10
15
20
25
30
35
40
45
50
Fadama III
Fadama II
Capacity building in FADAMA3
Project Component 1. Capacity Building, Local Government, and Communications and Information Support--US$87.5m. This component included :
(a)Capacity building support for community organizations;
(b) Capacity building support to local governments; and
(c) Communications and information support.
FADAMA – Capacity Value Chain
FED. FADAMA
State FADAMA
LGA FADAMA
Federation of FCAs
FCA Facilitators FCAs
EIGsCDDs
Welfare of beneficiaries
What Capacities were Needed?
Forming EIGs (FUGs) Mobilizing FCAs Federating FCAs Designing Business Plans and budgets Implementation capacity Monitoring and Evaluation Impact Assessment Redesigning of business plans and CDDs
Focus on M&E capacity
M&E is critical for program redesign. Is needed for monitoring expenditures Is useful for re-allocation of resources within
activities Useful for creating database for eventual
impact evaluation. However capacity of M and E is usually weak M and E is crucial for achieving project goals
and objectives. Because of this situation, IFPRI focused on
strengthening M and E capacity within fadama3 project.
Capacity Building activities for Local Collaborators. -IFPRI worked with 36 State consultants, 4
Zonal consultants, 1 National Consultant drawn mainly for Local State Universities.
-IFPRI also worked with National Fadama office strengthening Monitoring and Evaluation staff skills.
Trained all state consultants, State Level M and E staff, and National Fadama M and E staff (about 120 persons).
Skills Imparted: -Design of Baseline studies with a counterfactual approach (selection of Controls).
More skills Imparted
-Design of follow-up surveys ( Midline survey).
Data management, data quality and data integrity processes.
Rigorous Analytical approaches for Impact evaluation.
-Counterfactual analysis: Matching methods with single difference , double difference and Triple difference
-Non Counterfactual analysis. -FIML, LIML, etc.
Did the CDDapproach used by Fadama3 Improve Rural Household Welfare in Nigeria?
Analytical Approach ( Identification Strategy)
Counterfactual Analysis: -Quasi-Experimental Estimates:
Matching combined with difference-in-difference estimator.
-Matching Methods: Kernel matching and Nearest Neighbor (Propensity Score matching),
-Robustness Checks: Covariate Matching and Coersened Exact Matching.
-Matching quality checks: balancing tests, Common support , Trimming and CIA assumption checks
National Impacts of Fadama3
Livestock Income
Crop income
Non Farm Income
Agricultural Income
Household income
44%** 32% 415%** 23%** 19%**
Impacts by Gender
Crop Income
Livestock Income
Non-Farm Income
Household Income
Male 19%** 49%** 152%*** 16%**
Female 157%*** No impact 4284%*** 48%**
Impacts by Wealth Status
Asset Terciles AgriculturalIncome
Non Farm Income
Household Income
Tercile1(Poor) 30%** 1830%*** 36%***
Tercile2 (medium) 18%* No Impact No Impact
Tercile3 (Rich) 12% No Impact No Impact
Impacts by Age
Age Terciles Crop Income
Livestock Income
Non Farm Income
Youth beneficiaries
No Impact
No Impact 245%***
Medium age tercile
No Impact
No Impact No Impact
Older beneficiaries
52%*** 159%*** No Impact
Impact on household income (ΔATT)
Fadama III had greatest impact on hhd incomeof women and the poorest effective targeting
Impacts on Job creation (Proxy: Agricultural Labour Demand) Fadama increased demand for hired labor in
agricultural production by 5 persons/ hhd.
With Village Fixed effects
With Geopolitical Fixed effects
With State Fixed effects
Fadama3 5.311*** 5.421*** 3.345***
Other Controls
Yes Yes Yes
Impacts on Poverty Reduction.
About 8% of Fadama III beneficiaries escaped from poverty.
Poverty line =$1.25 per day
Poverty line =$2 per day
Poverty line =$1 per day
Fadama 3 8.4% *** 8.8% *** 8.3% ***
Impacts on Income Inequality
Fadama III reduced income inequality by 16% while income inequality in the communities without Fadama III project decreased by only 3%.
Additional Impacts
Elite Capture: Statistically Tested and found no Evidence of Elite capture.
Political capture: We did not test for this.
Implications of Fadama III
Both Fadama II and Fadama III CDD approach has shown effective targeting of the poor
Fadama III reached only 3.5% of the households in Nigeria.
How could the remaining 96% households benefit from the favorable impacts of Fadama III?
• Commercialization of rural services offered by Fadama III ( inputs support)
• Mainstream FCAs (e.g. Federation of FCAs)• Mainstream other services & approaches in
rural poverty reduction programs (e.g. ATA, ADP, rural infrastructure, etc)
• Greater harmonization and coordination of rural poverty programs. One of the key reasons for Fadama III success is provision of several synergistic rural services
Yes, Fadama III CDD approach could put Nigeria’s poor farmers onboard the express train economic growth
Implications For ATA ?
ATA implementation is based on Value Chain Approach
ATA Value chains could be considered as CDDs of FADAMA
Development of Value chains will need capacity along the value chains
Identifying these capacities and strengthening them will enhance the implementation of ATA
A careful development of a capacity strategy and implementing them will make ATA successful
Implications for ATA contd
Attention to M &E Quality data collection on all ATA outcomes for Rigorous Assessment of ATA impacts for both short term and long term impacts
M&E data collection be disaggregated by social-economic and socio-demographic characteristics e.g gender, wealth status.