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
Region
COMESA
Region
SADC
The Complex Regional Agenda(typology of interventions)
Summation
Country C
Country B
Country A
Weakest link
Best shot
CAADP – An agenda in need of speeding up
CAADP Timeline
2002 2003 2004 2005 2006 2007 2008
2002:
CAADP preparedthrough FAOFacilitation
July 2004:
Companion documentintegrating sub-sectorsof forestry, fisheries andlivestock submitted toAU Summit.
Early 2005:
NEPADSecretariatacceleratesimplementation- 5 regionalCAADPimplementationmeetings
2007:
Country Round TableProcess begins(Mali, Niger, Rwanda &Zambia)
October 2008:
Progress reviewscheduled
July 2003
CAADP endorsed byAfrican Heads of State
at AU Summit inMaputo
October 2004:
Implementationroadmap approved byAfrican PartnershipForum
May 2005:
High level 'wrap-up'meeting in Accraproduces 'Post-AccraAction Plan'(roles for countries,RECs & NEPADSecretariat.
June 2008:
Four+ countriesexpected to havesigned CAADPCompacts
Rwanda YZambiaNigeriaGhanaMalawiUganda
February 2004:
Extraordinary Summit(Sirte, Libya) Confirmscommitment toallocate 10% to agric.
October 2005:
CAADP Retreat onAccra Action Planimplementation
June 2006:
Regional Action Plansdue
November 2006:
Agreement on rolesand cooperationarrangements betweenAUC, NEPAD and RECs
June
2007:
20 CRTsExpected
March
2008:
Estimated 12CRTs inprogress
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?
AU NEPAD
ACF&CILSS
FARA
CMAWCA
Univ. of Zambia & CILSS
ASARECA
SADC-FANR
CORAF/WECARD
NASRO
SADC
COMESAECOWAS
MS1
MS9
MS7MS10MS2
MS4
MS6
MS8
MS13
MS11
MS3
MS12
MS14MS5
Sub-Regional Organisations (SROs)
Pillar Coordinators
RECsReSAKSS
US -IEHA
RIUAAA
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
FARA
NASRO
ASARECA
CCORAF/WECARD
CARDESA
NAR NARNAR
NARNAR
Agric. Prod. Plan
Zim
Multi-CAgric.Prod.Plan
AU-IBARAU-SAFGRAD
IAPSC+++
Expert Reference Group
National CAADP Roundtable
Regional CAADP Roundtable
NAR
CAADP Partnership Platform
CAADP Focal Person
REC
Country A
Continent
Pillar 4 Leadership and operations
Pillar 4 Leadership and operations
IFPRI(Coordinator)
ICRISAT
IITA ILRI
•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 theimplementation process and track progress.
IWMI
Country SAKSS
Regional SAKSS
Regional Nodes
ReSAKSS OperationsReSAKSS Operations
Farmers
Researchers
Government
Civil Society
FANRPAN in the CAADP Picture
FANRPAN in the CAADP Picture
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 ProcessStage of policy
processObjectives Network roles
Agenda setting • Convince policymakers that the issue does indeed require attention
Marshall evidence to enhance the credibility of the argument
Extend an advocacy campaign Foster links among researchers, CSOs and
policymakers
Formulation • Inform policymakers of the options and build a consensus
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
Underlying • Capacity building for CSOs aiming to influence policy
Provide a dynamic environment for communication and collaborative action
Provide support and encouragement Provide a means of political representation
Source: Perkin and Court, 2005
Internal requirements for performance
• Governed by a Steering committee
• Steering Committee elected by Members
Inclusive Active Country Nodes
Regional Secretariat
The FANRPAN Family
• Board• Technical Advisory
Committee• Secretariat• Nodes
MoU
Possible roles
Coordination
ConnectivityLinks members, facilitates exchange of information, interactions, etc
AlignmentFacilitates the development of common positions on issues
ProductivityEngaged in bring about specific changes in policies and practices
Node Host Assessment …Partner Institutional Viability Assessment
(PIVA)
Office space
Financial and accounting systems
Operational resources for node
Management systems
Coordinator
The Coordinator is multi-skilled
WeaverCreates/facilitates linkages
FundraiserFinds resources to support network activity
StewardKeeps network in good form
OrganiserBrings people together
FacilitatorLinks people with common interests
Coach Guides other staff on maintenance and development of network
Addressing capacity to meet expectations How?• Implementation of the current business plan• Node level strategic plans?
What?• Funding for
more alignment and productivity work
• Stronger coordination capacities at regional and node levels
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 Commitment Competence
Role
ValuedHigh expectations
Committed Members and leadership
Limited investment in capacity
Alignment and productivity weakly supported
Role in regional policy through recommendations
Need recognition of network as being about both outputs and underlying relationships
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
Skills for policy work
Thank You!